she means business- a primer on the status of women's empowerment in indian businesses 2014
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Directions to Systematise, Refine and Scale Up Women's Empowerment within the Indian Business CultureTRANSCRIPT
A primer on the status of women's empowerment in Indian businesses2014
SHE MEANS BUSINESS
Commissioned by: Supported by:
Directions to
Systematise, Refine and Scale Up
Women's Empowerment
within the Indian Business Culture
Our Vision
We seek a world of hope tolerance and social justice, where
poverty has been overcome and people live with dignity
and security.
CARE International will be a global force and a partner of
choice within a worldwide movement dedicated to ending
poverty. We will be known everywhere for our unshakable
commitment to the dignity of people.
In India, CARE seeks a society which celebrates diversity,
where rights are secured, citizenship realized, and human
potential fulfilled for all.
Our Mission
We facilitate the empowerment of women and girls from
poor and marginalised communities in the fight to
overcome poverty, exclusion and social injustice. We
nurture leadership internally and among partners to
achieve this mission
Our Programme Goal
Women from the most marginalized communities are
empowered, live in dignity and their households and
communities are secure and resilient.
ABOUT CARE
Directions to
Systematise, Refine and Scale Up
Women's Empowerment
within the Indian Business Culture
Our Vision
We seek a world of hope tolerance and social justice, where
poverty has been overcome and people live with dignity
and security.
CARE International will be a global force and a partner of
choice within a worldwide movement dedicated to ending
poverty. We will be known everywhere for our unshakable
commitment to the dignity of people.
In India, CARE seeks a society which celebrates diversity,
where rights are secured, citizenship realized, and human
potential fulfilled for all.
Our Mission
We facilitate the empowerment of women and girls from
poor and marginalised communities in the fight to
overcome poverty, exclusion and social injustice. We
nurture leadership internally and among partners to
achieve this mission
Our Programme Goal
Women from the most marginalized communities are
empowered, live in dignity and their households and
communities are secure and resilient.
ABOUT CARE
LIST OF ABBREVIATIONS
ASSOCHAM: Associated Chambers of Commerce and Industry of India
BCCI: Bombay Chambers of Commerce and Industry
BPL: Below Poverty Line
BSE: Bombay Stock Exchange
CCTV: Close Circuit Television
CII: Confederation of Indian Industry
Cop: Communication on Progress
CSR: Corporate Social Responsibility
FICCI: Federation of Indian Chambers of Commerce and Industry
GDP: Gross Domestic Product
GRI: Global Reporting Initiative
HR: Human Resources
ILO: International Labour Organisation
ISO: International Organisation for Standardisation
IT & ITES: Information Technology and Information Technology Enabled Services
LPG: Liquefied Petroleum Gas
MDG: Millennium Development Goals
MNC: Multinational Corporation
MSME: Micro Small and Medium Enterprises
NASSCOM: National Association of Software and Services Companies
NGO: Non Governmental Organisation
NSE: National Stock Exchange
NVGs: National Voluntary Guidelines
OECD: Organisation for Economic Cooperation and Development
OSH: Occupational Safety and Health
PHC: Primary Health Centre
PSU: Public Sector Undertaking
SC: Scheduled Caste
SEBI: Securities and Exchange Board of India
SHG: Self Help Group
ST: Scheduled Tribe
TERI: The Energy and Resources Institute
UK: United Kingdom
UN: United Nations
UNEP: United Nations Environment Programme
UNESCO: United Nations Educational, Scientific and Cultural Organization
UNGC: United Nations Global Compact
UNIDO: United Nations Industrial Development Organisation
USA: United States of America
WEP: Women’s Empowerment Principles
LIST OF ABBREVIATIONS
ASSOCHAM: Associated Chambers of Commerce and Industry of India
BCCI: Bombay Chambers of Commerce and Industry
BPL: Below Poverty Line
BSE: Bombay Stock Exchange
CCTV: Close Circuit Television
CII: Confederation of Indian Industry
Cop: Communication on Progress
CSR: Corporate Social Responsibility
FICCI: Federation of Indian Chambers of Commerce and Industry
GDP: Gross Domestic Product
GRI: Global Reporting Initiative
HR: Human Resources
ILO: International Labour Organisation
ISO: International Organisation for Standardisation
IT & ITES: Information Technology and Information Technology Enabled Services
LPG: Liquefied Petroleum Gas
MDG: Millennium Development Goals
MNC: Multinational Corporation
MSME: Micro Small and Medium Enterprises
NASSCOM: National Association of Software and Services Companies
NGO: Non Governmental Organisation
NSE: National Stock Exchange
NVGs: National Voluntary Guidelines
OECD: Organisation for Economic Cooperation and Development
OSH: Occupational Safety and Health
PHC: Primary Health Centre
PSU: Public Sector Undertaking
SC: Scheduled Caste
SEBI: Securities and Exchange Board of India
SHG: Self Help Group
ST: Scheduled Tribe
TERI: The Energy and Resources Institute
UK: United Kingdom
UN: United Nations
UNEP: United Nations Environment Programme
UNESCO: United Nations Educational, Scientific and Cultural Organization
UNGC: United Nations Global Compact
UNIDO: United Nations Industrial Development Organisation
USA: United States of America
WEP: Women’s Empowerment Principles
About the Practical Guide 12
In Perspective: Primer One and the WEPs 13
14 WEPs: The Backstory and the Story Today
9Executive Summary
17 Scope of Survey and Design
Embedding WEPs within the Indian Business Culture31Matching Insights with Action:
65 The Road Ahead: Necessary Travel
66 Business Case for Increasing Diversity at the Workplace
Annexures 70
Principle 1 23
Principle 2 28
Principle 3 38
Principle 4 44
Principle 5 49
Principle 6 55
Principle 7 59
CONTENTS
23
About the Practical Guide 12
In Perspective: Primer One and the WEPs 13
14 WEPs: The Backstory and the Story Today
9Executive Summary
17 Scope of Survey and Design
Embedding WEPs within the Indian Business Culture31Matching Insights with Action:
65 The Road Ahead: Necessary Travel
66 Business Case for Increasing Diversity at the Workplace
Annexures 70
Principle 1 23
Principle 2 28
Principle 3 38
Principle 4 44
Principle 5 49
Principle 6 55
Principle 7 59
CONTENTS
23
EXECUTIVE SUMMARY
A first-of-its-kind comprehensive introductory primer
Gaining an Edge through Gender Equality pooled in
evidence-based, explanatory and operational tools,
techniques and approaches to ground WEPs in the
workplace, marketplace and communities. A set of easy-to-
understand examples and practical cases of initiatives to
both encourage adoption of WEPs and build capacity were
included. The importance of empowering women financially
were discussed in-depth and issues that could erode gains
in this direction were red flagged. Self-assessment tools
were also outlined for companies to gauge their readiness
to implement WEPs.
This second volume analyses in-depth the acceptance of
WEPs in the corporate world by looking at trends within its
seven principles. Its detailed findings have been presented
in a concise manner for a quick scrutiny.
DEFINING THE DISCOURSE
For the purpose of this study, 'Women's
Empowerment' is understood as being a
process whereby women enjoy their
rights, both within and outside the
business organisation, as employees,
consumers, vendors, contractors and
community members. It ensures:
E n c o u r a g i n g w o m e n ' s
leadership and wo r k fo rc e
diversity
P romot ion of women ' s
entrepreneurship
Development of women's skills
and capacities
Gender sensitive policy
development and implemen-
tation
Dignity and freedom from
discrimination
Promote health, safety and
well-being of women in
the workforce and community
9
EXECUTIVE SUMMARY
A first-of-its-kind comprehensive introductory primer
Gaining an Edge through Gender Equality pooled in
evidence-based, explanatory and operational tools,
techniques and approaches to ground WEPs in the
workplace, marketplace and communities. A set of easy-to-
understand examples and practical cases of initiatives to
both encourage adoption of WEPs and build capacity were
included. The importance of empowering women financially
were discussed in-depth and issues that could erode gains
in this direction were red flagged. Self-assessment tools
were also outlined for companies to gauge their readiness
to implement WEPs.
This second volume analyses in-depth the acceptance of
WEPs in the corporate world by looking at trends within its
seven principles. Its detailed findings have been presented
in a concise manner for a quick scrutiny.
DEFINING THE DISCOURSE
For the purpose of this study, 'Women's
Empowerment' is understood as being a
process whereby women enjoy their
rights, both within and outside the
business organisation, as employees,
consumers, vendors, contractors and
community members. It ensures:
E n c o u r a g i n g w o m e n ' s
leadership and wo r k fo rc e
diversity
P romot ion of women ' s
entrepreneurship
Development of women's skills
and capacities
Gender sensitive policy
development and implemen-
tation
Dignity and freedom from
discrimination
Promote health, safety and
well-being of women in
the workforce and community
9
Interpretations of CARE India's second primer that has worked minutely through the nuts and bolts of the Principle for greater acceptability
Principle Trends
Principle 1: Establish high-level
corporate leadership for gender
equality
• Overall low gender diversity on Boards. Representation of women on
Boards, ranged from 4.25-28.5% across sectors
• 42% of the businesses are signatories to the UNGC while only 10% 1 disclosed promotion of WEP
Principle 2: Treat all women and men
fairly at work - respect and support
h u m a n r i g h t s a n d n o n -
discrimination
• Preponderance of men over women in the workforce. Highest
representation of women in workforce seen in IT&ITES and financial
services sector (16% - 24%)
• Minimal information on Dalit/Adivasi women in the workforce. Although
PSUs provided generic information about SC/ST workforce
representation, it was not gender disaggregated
• Favourable maternity entitlements, child care and flexible work options
were offered by IT&ITES and financial services companies. Only 16%
companies provided paternity entitlements
Principle 3: Ensure the health, safety
and well-being of all women and men
workers
• 44.1% of the companies had anti-sexual harassment policies in place.
These companies belonged to: financial services (86%) and IT and food
and beverages (80%) followed by energy (75%)
• 41% companies had internal complaints committees in place. The firms
were from financial services (86%), energy sector (75%) and IT and metal
products (60% respectively)
• Only 36.6% had external representation on their complaints committees,
although the Vishakha Guidelines on Sexual Harassment in Workplaces
clearly state that such committee should involve a third party, either an
NGO or any other entity familiar with the issue of sexual harassment
• Disclosures on number of cases of sexual harassment reported/resolved
were ambiguous. Very few companies provided details both on the
number of cases reported/and not resolved. Mostly information was
restricted to the number cases resolved. Details of cases reported were
patchy. It was thus not possible to make an assessment of reporting
mechanisms and the effectiveness of the complaint resolution process
1The UNGC is a call to businesses everywhere to align their strategies and operations with ten universally accepted principles in the areas of human rights, labour,
environment and anti-corruption, and to take action in support of UN goals and issues. The Women's Empowerment Principles (WEPs) are a set of Principles for
businesses offering seven steps on how to empower women in the workplace, marketplace and community. WEPs, are thus more specific and pertain to women's
empowerment. (http://www.weprinciples.org/files/attachments/WEPs,_UNGC,_Guiding_Principles_on_Business_and_Human_Rights_Explanatory_Note.pdf)
Principle Trends
Principle 4: Promote education,
t r a i n i n g a n d p r o f e s s i o n a l
development for women
• Most of the companies studied had professional training and
development programmes for women in place. IT & ITES and consulting
companies were at the forefront here
• Training and professional development programmes for women pertained
to networking, mentoring, leadership and skill up gradation
Only anecdotal information was available regarding training of women for
non-traditional roles
Contd.
Principle 5: Implement enterprise
development, supply chain and
marketing practices that empower
women
• Due to the presence of very few women suppliers, there was not much
attention given to supplier diversity
• Businesses are using their domain expertise to support social causes or
develop products that meet women's needs – particularly in IT, energy
and financial services
• Minimal information from sectors that carry high risk of human
trafficking/sexual exploitation of women on initiatives to address the
same – for example, the sectors of aviation, hospitality and media
Principle 6: Promote equality
through community initiatives and
advocacy
• 70% of sectors had CSR programmes that focused on women through
education, health and livelihoods
• 83% companies in the energy sector had women focused CSR programmes
Principle 7: Measure and publicly
report on progress to achieve gender
equality
• 42% companies disclosed information through sustainability reports
• Low availability of gender disaggregated information
• Poor transparency in media and aviation sectors
10 11
Interpretations of CARE India's second primer that has worked minutely through the nuts and bolts of the Principle for greater acceptability
Principle Trends
Principle 1: Establish high-level
corporate leadership for gender
equality
• Overall low gender diversity on Boards. Representation of women on
Boards, ranged from 4.25-28.5% across sectors
• 42% of the businesses are signatories to the UNGC while only 10% 1 disclosed promotion of WEP
Principle 2: Treat all women and men
fairly at work - respect and support
h u m a n r i g h t s a n d n o n -
discrimination
• Preponderance of men over women in the workforce. Highest
representation of women in workforce seen in IT&ITES and financial
services sector (16% - 24%)
• Minimal information on Dalit/Adivasi women in the workforce. Although
PSUs provided generic information about SC/ST workforce
representation, it was not gender disaggregated
• Favourable maternity entitlements, child care and flexible work options
were offered by IT&ITES and financial services companies. Only 16%
companies provided paternity entitlements
Principle 3: Ensure the health, safety
and well-being of all women and men
workers
• 44.1% of the companies had anti-sexual harassment policies in place.
These companies belonged to: financial services (86%) and IT and food
and beverages (80%) followed by energy (75%)
• 41% companies had internal complaints committees in place. The firms
were from financial services (86%), energy sector (75%) and IT and metal
products (60% respectively)
• Only 36.6% had external representation on their complaints committees,
although the Vishakha Guidelines on Sexual Harassment in Workplaces
clearly state that such committee should involve a third party, either an
NGO or any other entity familiar with the issue of sexual harassment
• Disclosures on number of cases of sexual harassment reported/resolved
were ambiguous. Very few companies provided details both on the
number of cases reported/and not resolved. Mostly information was
restricted to the number cases resolved. Details of cases reported were
patchy. It was thus not possible to make an assessment of reporting
mechanisms and the effectiveness of the complaint resolution process
1The UNGC is a call to businesses everywhere to align their strategies and operations with ten universally accepted principles in the areas of human rights, labour,
environment and anti-corruption, and to take action in support of UN goals and issues. The Women's Empowerment Principles (WEPs) are a set of Principles for
businesses offering seven steps on how to empower women in the workplace, marketplace and community. WEPs, are thus more specific and pertain to women's
empowerment. (http://www.weprinciples.org/files/attachments/WEPs,_UNGC,_Guiding_Principles_on_Business_and_Human_Rights_Explanatory_Note.pdf)
Principle Trends
Principle 4: Promote education,
t r a i n i n g a n d p r o f e s s i o n a l
development for women
• Most of the companies studied had professional training and
development programmes for women in place. IT & ITES and consulting
companies were at the forefront here
• Training and professional development programmes for women pertained
to networking, mentoring, leadership and skill up gradation
Only anecdotal information was available regarding training of women for
non-traditional roles
Contd.
Principle 5: Implement enterprise
development, supply chain and
marketing practices that empower
women
• Due to the presence of very few women suppliers, there was not much
attention given to supplier diversity
• Businesses are using their domain expertise to support social causes or
develop products that meet women's needs – particularly in IT, energy
and financial services
• Minimal information from sectors that carry high risk of human
trafficking/sexual exploitation of women on initiatives to address the
same – for example, the sectors of aviation, hospitality and media
Principle 6: Promote equality
through community initiatives and
advocacy
• 70% of sectors had CSR programmes that focused on women through
education, health and livelihoods
• 83% companies in the energy sector had women focused CSR programmes
Principle 7: Measure and publicly
report on progress to achieve gender
equality
• 42% companies disclosed information through sustainability reports
• Low availability of gender disaggregated information
• Poor transparency in media and aviation sectors
10 11
ABOUT THE PRACTICAL GUIDE
(re-adjusted practices could help prop up failing
interventions); deepen interventions (by using good
practices and tested approaches), systematise (to ensure
permanence of WEP in corporate structures); and scale
efforts (expand lessons to benefit more women and
companies).
The study methodology uses a combination of primary
study, secondary study and study of disclosures.
A total of 56 companies across ten sectors have been
studied. The 10 sectors include: aviation, consulting,
energy, financial services, food and beverages, hospitality,
information technology and information technology
enabled services (IT & ITES), media, metal products and
telecommunications.
CARE India truly believes when women's talents, innovation
and leadership skills are harnessed and their competencies
strengthened, the tipping point to a dramatic social
transformation can be reached.
Implanting WEPs into corporate structures will mean the
accomplishment of new skills, delineation of new roles and
responsibilities, refining of learnings and fostering
innovative, untried experiments. But at the end of the road
there will be dramatic economic turnarounds for women.
CARE India intends this primer to be a guide that enriches
and not just a manual. It is meant for all manner of people
in the corporate world, situated in various positions and
tiers.
CARE India is implementing a project to promote adoption
of the Women's Empowerment Principles in Indian
businesses.
The present volume invigourates and redoubles the efforts
of the first publication. It takes the process a step further,
measuring the extent to which the WEPs have permeated
the fabric of the Indian corporates since 2010. Using a
practical frame of reference -- juxtaposing the current
realities in these seven areas against expected outcomes --
it seeks to answer two crucial questions:
• How do businesses (across 10 selected sectors)
promote 'women's empowerment' in India?
• What critical impediments do they face while
promoting women's empowerment within their
own organisation and related domains of
functioning?
This volume critically evaluates current corporate efforts to
instil WEPs with precise intentions. The aim is to redirect
IN PERSPECTIVEPRIMER 1 & THE WEPs
‘Gaining an Edge through Gender Equality’
This was the first primer or practical guide to understand
the WEPs in India. CARE India's history of work in women's
empowerment led up to this comprehensive primer that
generated a detailed introduction to a new approach to
equip women economically. Meant to serve as an
adaptation guide, the primer aims to promote a
fundamental understanding of WEPs, the immense
potential they hold for women employees and the company,
how they can be braided into company practices, and how
to overcome barriers of implementation.
It collates a range of practical, evidence-based methods,
tools, strategies, resources and models to build capacity to
instil WEPs into business models and work culture. WEPs,
the primer articulates, when infused at every level of
service in the company can serve as the launch pad for a
significant transformation in a women's social and
economic lives.
The current primer builds on the first guide. It goes on to
critique the level of acceptance of WEP within companies
and advocates ways to anchor them firmly.
WEPs AT A GLANCE
PRINCIPLE 1
Establish high-level corporate leadership for gender equality
PRINCIPLE 2
Treat all women and men fairly at work – respect and support human rights and non- discrimination
PRINCIPLE 3
Ensure the health, safety and well-being of all women and men workers
PRINCIPLE 4
Promote education, training and professional development for women
PRINCIPLE 5
I m p l e me n t e n t e r p r i s e development, supply chain and marketing practices that empower women
PRINCIPLE 6
Promote equality through community initiatives and advocacy
PRINCIPLE 7
Measure and publicly report on progress to achieve gender equality
12 13
ABOUT THE PRACTICAL GUIDE
(re-adjusted practices could help prop up failing
interventions); deepen interventions (by using good
practices and tested approaches), systematise (to ensure
permanence of WEP in corporate structures); and scale
efforts (expand lessons to benefit more women and
companies).
The study methodology uses a combination of primary
study, secondary study and study of disclosures.
A total of 56 companies across ten sectors have been
studied. The 10 sectors include: aviation, consulting,
energy, financial services, food and beverages, hospitality,
information technology and information technology
enabled services (IT & ITES), media, metal products and
telecommunications.
CARE India truly believes when women's talents, innovation
and leadership skills are harnessed and their competencies
strengthened, the tipping point to a dramatic social
transformation can be reached.
Implanting WEPs into corporate structures will mean the
accomplishment of new skills, delineation of new roles and
responsibilities, refining of learnings and fostering
innovative, untried experiments. But at the end of the road
there will be dramatic economic turnarounds for women.
CARE India intends this primer to be a guide that enriches
and not just a manual. It is meant for all manner of people
in the corporate world, situated in various positions and
tiers.
CARE India is implementing a project to promote adoption
of the Women's Empowerment Principles in Indian
businesses.
The present volume invigourates and redoubles the efforts
of the first publication. It takes the process a step further,
measuring the extent to which the WEPs have permeated
the fabric of the Indian corporates since 2010. Using a
practical frame of reference -- juxtaposing the current
realities in these seven areas against expected outcomes --
it seeks to answer two crucial questions:
• How do businesses (across 10 selected sectors)
promote 'women's empowerment' in India?
• What critical impediments do they face while
promoting women's empowerment within their
own organisation and related domains of
functioning?
This volume critically evaluates current corporate efforts to
instil WEPs with precise intentions. The aim is to redirect
IN PERSPECTIVEPRIMER 1 & THE WEPs
‘Gaining an Edge through Gender Equality’
This was the first primer or practical guide to understand
the WEPs in India. CARE India's history of work in women's
empowerment led up to this comprehensive primer that
generated a detailed introduction to a new approach to
equip women economically. Meant to serve as an
adaptation guide, the primer aims to promote a
fundamental understanding of WEPs, the immense
potential they hold for women employees and the company,
how they can be braided into company practices, and how
to overcome barriers of implementation.
It collates a range of practical, evidence-based methods,
tools, strategies, resources and models to build capacity to
instil WEPs into business models and work culture. WEPs,
the primer articulates, when infused at every level of
service in the company can serve as the launch pad for a
significant transformation in a women's social and
economic lives.
The current primer builds on the first guide. It goes on to
critique the level of acceptance of WEP within companies
and advocates ways to anchor them firmly.
WEPs AT A GLANCE
PRINCIPLE 1
Establish high-level corporate leadership for gender equality
PRINCIPLE 2
Treat all women and men fairly at work – respect and support human rights and non- discrimination
PRINCIPLE 3
Ensure the health, safety and well-being of all women and men workers
PRINCIPLE 4
Promote education, training and professional development for women
PRINCIPLE 5
I m p l e me n t e n t e r p r i s e development, supply chain and marketing practices that empower women
PRINCIPLE 6
Promote equality through community initiatives and advocacy
PRINCIPLE 7
Measure and publicly report on progress to achieve gender equality
12 13
Economic Participation & Opportunity
Labour force participation
Wage equality for similar work (survey)
Estimated earned income (PPP US$)
Legislators, senior officials & managers
Professional & technical workers
124
124
86
125
Rank Score
0.446
0.36
0.62
0.27
Rank Score
Educational attainment
Literacy rate
Enrolment in primary education
Enrolment in secondary education
Enrolment in tertiary education
120
123
1
111
107
0.857
0.68
1.00
0.79
0.73
Gender gap subindexes - India
WEPs: THE BACKSTORY AND THE STORY TODAY
galvanise lasting transformations that anchor value
creation and lasting profits for the company.
While for greater global acceptability and sustainability,
Indian companies are aligning with initiatives like the
Global Reporting Initiative (GRI); UN Global Compact 10
Principles; and SA 8000 .
Companies are equally responsive to national processes like
the National Voluntary Guidelines (NVGs) on Social,
Environmental and Economic Responsibilities of Business
and the Companies Act, 2013 (which now makes it
compulsory for all companies within certain criteria, both
in the private and public sectors, to develop policies on
CSR, earmark a part of the profit for CSR and to monitor the
CSR performance at the Board level.
Sharpening economic decline for women, sharper
worries
Yet there is cause for concern. Evaluations of the latest
Global Gender Gap Index (2013) does not bode well for Women's Empowerment Principles (WEP) -- a partnership
initiative of UN Women and the UN Global Compact (UNGC)
launched in March 2010 in recognition of International
Women's Day -- present seven gender-sensitive pathways
for businesses to advance and empower women in the
workplace, marketplace and community (highlighted
earlier). Four years hence, the WEPs business network now
comprises more than 450 companies globally. Their CEOs
have signed the WEPs Statement of Support and have
publicly pledged to work to implement the WEPs.
In India, business scenario contours are shifting swiftly.
Companies are increasingly adhering to responsible
businesses practices, and more and more business leaders
are quickening efforts to embed WEPs within their
corporate frameworks -- setting priorities, establishing
goals and programmatic approaches. The intent is to both
to economically empower the women they employ and
Staunching the economic decline of women in
India
According to the World Bank:• Two out of every three women in India are
unemployed. The result: negative impacts on
the country's GDP
The UN and International Labour Organisation holds
the conviction that:
• Increasing economic opportunities for
women could push up India's growth rate by
4.2 per cent
Source: Persis Khambatta, India Needs More Women in the Workforce, Center for Strategic and International Studies, August 2013
Rank Score
Health and survival
Sex ratio at birth (female/male)
Healthy life expectancy
135
133
112
0.931
0.89
1.02
Political empowerment
Women in Parliament
Women in ministerial positions
Years with female head of state (last 50)
9
106
100
1
Rank Score
0.385
0.12
0.11
0.72
The prognosis for India by the Global Gender Gap Report 2013 is bleak. This is a table of its findings, compiled by The Hindu.
14 15
Economic Participation & Opportunity
Labour force participation
Wage equality for similar work (survey)
Estimated earned income (PPP US$)
Legislators, senior officials & managers
Professional & technical workers
124
124
86
125
Rank Score
0.446
0.36
0.62
0.27
Rank Score
Educational attainment
Literacy rate
Enrolment in primary education
Enrolment in secondary education
Enrolment in tertiary education
120
123
1
111
107
0.857
0.68
1.00
0.79
0.73
Gender gap subindexes - India
WEPs: THE BACKSTORY AND THE STORY TODAY
galvanise lasting transformations that anchor value
creation and lasting profits for the company.
While for greater global acceptability and sustainability,
Indian companies are aligning with initiatives like the
Global Reporting Initiative (GRI); UN Global Compact 10
Principles; and SA 8000 .
Companies are equally responsive to national processes like
the National Voluntary Guidelines (NVGs) on Social,
Environmental and Economic Responsibilities of Business
and the Companies Act, 2013 (which now makes it
compulsory for all companies within certain criteria, both
in the private and public sectors, to develop policies on
CSR, earmark a part of the profit for CSR and to monitor the
CSR performance at the Board level.
Sharpening economic decline for women, sharper
worries
Yet there is cause for concern. Evaluations of the latest
Global Gender Gap Index (2013) does not bode well for Women's Empowerment Principles (WEP) -- a partnership
initiative of UN Women and the UN Global Compact (UNGC)
launched in March 2010 in recognition of International
Women's Day -- present seven gender-sensitive pathways
for businesses to advance and empower women in the
workplace, marketplace and community (highlighted
earlier). Four years hence, the WEPs business network now
comprises more than 450 companies globally. Their CEOs
have signed the WEPs Statement of Support and have
publicly pledged to work to implement the WEPs.
In India, business scenario contours are shifting swiftly.
Companies are increasingly adhering to responsible
businesses practices, and more and more business leaders
are quickening efforts to embed WEPs within their
corporate frameworks -- setting priorities, establishing
goals and programmatic approaches. The intent is to both
to economically empower the women they employ and
Staunching the economic decline of women in
India
According to the World Bank:• Two out of every three women in India are
unemployed. The result: negative impacts on
the country's GDP
The UN and International Labour Organisation holds
the conviction that:
• Increasing economic opportunities for
women could push up India's growth rate by
4.2 per cent
Source: Persis Khambatta, India Needs More Women in the Workforce, Center for Strategic and International Studies, August 2013
Rank Score
Health and survival
Sex ratio at birth (female/male)
Healthy life expectancy
135
133
112
0.931
0.89
1.02
Political empowerment
Women in Parliament
Women in ministerial positions
Years with female head of state (last 50)
9
106
100
1
Rank Score
0.385
0.12
0.11
0.72
The prognosis for India by the Global Gender Gap Report 2013 is bleak. This is a table of its findings, compiled by The Hindu.
14 15
SCOPE OF SURVEY & DESIGN
Scope of the study
This research was designed as an exploratory study to
review the extent of absorption of policies and practices
that promote gender equality and women's empowerment
within businesses in India. Using the WEPs as the
framework, the study examines the aspirations of
businesses to promote women's empowerment and existing
good practices, while also identifying gaps in need of
redress.
The broad research questions that have been studied are:
• How do businesses (across 10 selected sectors)
promote 'women's empowerment' in India?
• What critical impediments do they face while
promoting women's empowerment within their
own organisation and related domains of
functioning?
The framework of the study of WEP has been grouped into
two domains:
1. Inner space: Most businesses have streamlined
processes and systems that facilitate the smooth
functioning of the organisation.
They consist of policies and procedures that direct
employees at various levels of decision-making on what
steps to take under a given set of circumstances.
These systems of governance also set the tone of the
organisational culture including the organisation values,
vision, norms, systems, symbols, beliefs and habits. These
also have an impact on gender relations and consequently
on women's empowerment.
2. Sphere of Influence: Businesses also have the
capacity to influence and be influenced by those within
their eco system – their employees, vendors, supply chains,
consumers and communities.
These are stakeholders who are directly or indirectly
affected by the decisions and actions taken by the company
and vice versa.
The underlying assumption here is that the company can
enable positive change among its diverse range of
stakeholders through the power of its influence. .
India. Ranked 101 against 136 countries, its performance in
the four fundamental categories for men and women:
economic participation and opportunity, educational
attainment, health and survival, and political
empowerment are poor. India's gender gap index is 0.655
on a 0 to 1 scale, with 0 denoting inequality and 1 equality.
Accentuating the crisis is the fact that India's score on the
economic participation and opportunity index has
plummeted and it continues to be the lowest ranked of the
BRIC economies.
The time for broad-based, intense and inclusive economic
growth in India for women is now. More than ever, it is
being recognised that women are a huge demographic
group accounting for a significant percentage of the value
chain. The challenge lies in finding a fine balance between
corporate growth and equitable returns for women's labour
in this sphere, the marketplace and communities. It seems
forbidding as attitudes and practices that perpetuate and
endorse gender-bias are deep rooted, yet is entirely
possible if the huge economic returns that flow from
investing in women are recognised and build upon.
16 17
SCOPE OF SURVEY & DESIGN
Scope of the study
This research was designed as an exploratory study to
review the extent of absorption of policies and practices
that promote gender equality and women's empowerment
within businesses in India. Using the WEPs as the
framework, the study examines the aspirations of
businesses to promote women's empowerment and existing
good practices, while also identifying gaps in need of
redress.
The broad research questions that have been studied are:
• How do businesses (across 10 selected sectors)
promote 'women's empowerment' in India?
• What critical impediments do they face while
promoting women's empowerment within their
own organisation and related domains of
functioning?
The framework of the study of WEP has been grouped into
two domains:
1. Inner space: Most businesses have streamlined
processes and systems that facilitate the smooth
functioning of the organisation.
They consist of policies and procedures that direct
employees at various levels of decision-making on what
steps to take under a given set of circumstances.
These systems of governance also set the tone of the
organisational culture including the organisation values,
vision, norms, systems, symbols, beliefs and habits. These
also have an impact on gender relations and consequently
on women's empowerment.
2. Sphere of Influence: Businesses also have the
capacity to influence and be influenced by those within
their eco system – their employees, vendors, supply chains,
consumers and communities.
These are stakeholders who are directly or indirectly
affected by the decisions and actions taken by the company
and vice versa.
The underlying assumption here is that the company can
enable positive change among its diverse range of
stakeholders through the power of its influence. .
India. Ranked 101 against 136 countries, its performance in
the four fundamental categories for men and women:
economic participation and opportunity, educational
attainment, health and survival, and political
empowerment are poor. India's gender gap index is 0.655
on a 0 to 1 scale, with 0 denoting inequality and 1 equality.
Accentuating the crisis is the fact that India's score on the
economic participation and opportunity index has
plummeted and it continues to be the lowest ranked of the
BRIC economies.
The time for broad-based, intense and inclusive economic
growth in India for women is now. More than ever, it is
being recognised that women are a huge demographic
group accounting for a significant percentage of the value
chain. The challenge lies in finding a fine balance between
corporate growth and equitable returns for women's labour
in this sphere, the marketplace and communities. It seems
forbidding as attitudes and practices that perpetuate and
endorse gender-bias are deep rooted, yet is entirely
possible if the huge economic returns that flow from
investing in women are recognised and build upon.
16 17
Treat all women and men fairly at work - respect and support human rights and non- discrimination
Principle 2:
Inner space: Most businesses have streamlined
processes and systems that facilitate the smooth
functioning of the organisation. They consist of policies
and procedures that direct employees at various levels
of decision-making on what steps to take under a given
set of circumstances. These systems of governance also
set the tone of the organisational culture including the
organisation values, vision, norms, systems, symbols,
beliefs and habits. These also have an impact on gender
relations and consequently on women's empowerment.
Establish high-level corporate leadership for gender equality
Principle 1:
Ensure the health, safety and well-being of all women and men workers
Principle 3:
Promote education, training and professional development for women
Principle 4:
INNER SPACES
Sphere of Influence: Businesses also have the capacity
to influence and be influenced by those within their eco
system – their employees, vendors, supply chains,
consumers and communities. These are stakeholders
who are directly or indirectly affected by the decisions
and actions taken by the company and vice versa. The
underlying assumption here is that the company can
enable positive change among its diverse range of
stakeholders through the power of its influence.
Measure and publicly report on progress to achieve gender equality
Principle 7:
Promote equality through community initiatives and advocacy
Principle 6:
Implement enterprise development, supply chain and marketing practices that empower women
Principle 5:
SPHERE OF INFLUENCE
Treat all women and men fairly at work - respect and support human rights and non- discrimination
Principle 2:
Inner space: Most businesses have streamlined
processes and systems that facilitate the smooth
functioning of the organisation. They consist of policies
and procedures that direct employees at various levels
of decision-making on what steps to take under a given
set of circumstances. These systems of governance also
set the tone of the organisational culture including the
organisation values, vision, norms, systems, symbols,
beliefs and habits. These also have an impact on gender
relations and consequently on women's empowerment.
Establish high-level corporate leadership for gender equality
Principle 1:
Ensure the health, safety and well-being of all women and men workers
Principle 3:
Promote education, training and professional development for women
Principle 4:
INNER SPACES
Sphere of Influence: Businesses also have the capacity
to influence and be influenced by those within their eco
system – their employees, vendors, supply chains,
consumers and communities. These are stakeholders
who are directly or indirectly affected by the decisions
and actions taken by the company and vice versa. The
underlying assumption here is that the company can
enable positive change among its diverse range of
stakeholders through the power of its influence.
Measure and publicly report on progress to achieve gender equality
Principle 7:
Promote equality through community initiatives and advocacy
Principle 6:
Implement enterprise development, supply chain and marketing practices that empower women
Principle 5:
SPHERE OF INFLUENCE
Inner spaces Sphere of influence
Within each of these two domain, the study broadly aims to assess the following:
• The extent to which businesses demonstrate gender
diversity in their top management and
workforce
• The extent to which businesses have in place policies
and practices that support and promote gender
equality. These include:
- policies and practices ensuring freedom from
gender-based discrimination (eg. Anti-sexual
harassment policies and procedures)
- flexible work options, leave and re-entry
opportunities to positions of equal pay and
status
- access to child and dependent care by providing
services, resources and information to both
women and men
• The extent to which businesses offer opportunities for
training and professional development to their
employees
• The extent to which policies and practices ensure
health, safety and well-being of all women and men
workers
• The extent to which businesses uphold women's
empowerment in the marketplace vis-à-vis:
- promoting supplier diversity
- supporting enterprise development for women
- developing business solutions (products and
services) that meet the needs and requirements
of women as consumers
• The extent to which community engagement
initiatives of businesses promote empowerment of
women and girls
Methodology
The research methodology has followed the route of sample selection, data collection, data analysis and reporting, as elaborated in the process flow illustration below
34
SAMPLE SELECTIONSelection of selectors
Selection of companies
DATA COLLECTIONCollection of Disclosure Information
Collection of Primary Information
Collection of Secondary Information
ANALYSISUsing WEP Framework
Analysis of Trends
REPORT WRITINGRecommendations for action
. The final list of sectors were:
1. Aviation
2. Consulting
3. Energy
4. Financial services
5. Food and beverages
6. Hospitality
7. Media
8. Metal products
9. IT & ITES
10. Telecommunication
20
Inner spaces Sphere of influence
Within each of these two domain, the study broadly aims to assess the following:
• The extent to which businesses demonstrate gender
diversity in their top management and
workforce
• The extent to which businesses have in place policies
and practices that support and promote gender
equality. These include:
- policies and practices ensuring freedom from
gender-based discrimination (eg. Anti-sexual
harassment policies and procedures)
- flexible work options, leave and re-entry
opportunities to positions of equal pay and
status
- access to child and dependent care by providing
services, resources and information to both
women and men
• The extent to which businesses offer opportunities for
training and professional development to their
employees
• The extent to which policies and practices ensure
health, safety and well-being of all women and men
workers
• The extent to which businesses uphold women's
empowerment in the marketplace vis-à-vis:
- promoting supplier diversity
- supporting enterprise development for women
- developing business solutions (products and
services) that meet the needs and requirements
of women as consumers
• The extent to which community engagement
initiatives of businesses promote empowerment of
women and girls
Methodology
The research methodology has followed the route of sample selection, data collection, data analysis and reporting, as elaborated in the process flow illustration below
34
SAMPLE SELECTIONSelection of selectors
Selection of companies
DATA COLLECTIONCollection of Disclosure Information
Collection of Primary Information
Collection of Secondary Information
ANALYSISUsing WEP Framework
Analysis of Trends
REPORT WRITINGRecommendations for action
. The final list of sectors were:
1. Aviation
2. Consulting
3. Energy
4. Financial services
5. Food and beverages
6. Hospitality
7. Media
8. Metal products
9. IT & ITES
10. Telecommunication
20
No. of companies: 5Size: Revenues ranging between Rs. 2600 crore to Rs. 35,886 crore
Metal products No. of companies: 6
Size: Revenues ranging between Rs. 35,000 crore and Rs. 135,000 crore
Hospitality
No. of companies: 4Size: Revenues ranging between Rs. 213 crore and Rs. 840 crore
Aviation
Consulting
No. of companies: 5Size: Revenues ranging between Rs. 1,600 crore and Rs. 18,000 crore
No. of companies: 5Size: Revenues ranging between Rs 42,000 crore and Rs 19,200 crore
Energy
No. of companies: 8Size: Revenues ranging between Rs. 9,500 crore and Rs. 83,000 crore1 small company with a revenue less than Rs. 10 crore
Financial services No. of companies: 7
Size: Revenues ranging between Rs. 978 crore and Rs. 135,692 crore
Food and beverages
No. of companies: 6Size: Revenues ranging between Rs 6,000 crore and Rs 210,000 crore
Telecommunication
IT & ITES
No. of companies: 5Size: Revenues ranging between Rs 3,600 crore and Rs 61, crore
MediaNo. of companies: 5
Size: Revenues ranging between Rs. 1,235 crore and Rs. 9,627 crore
A total of 56 companies were studied as part of this research. Of these, 87% were private companies and 13% were public sector undertakings (PSUs). The company selection also had a regional focus in the sense that the companies identified were concentrated in the cities of Delhi, Mumbai, Chennai and Bangalore, in order to maximise reach and make effective use of time and resources.
Profile of companies studied
SECTOR SELECTIONReviewing the extent of absorption of policies & practices
MATCHING INSIGHTS WITH ACTION: EMBEDDING
WEPs WITHIN THE INDIAN BUSINESS CULTURE
This section of the report makes a Principle-by-Principle
assessment, surveying the degree of each one of the seven
principle's acceptance within corporate structures.
PRINCIPLE 1: ESTABLISH HIGH-LEVEL CORPORATE
LEADERSHIP FOR GENDER EQUALITY
Affirm high-level support and direct top-level policies
for gender equality and human rights
Establish company-wide goals and targets for gender
equality and include progress as a factor in managers'
performance reviews
Engage internal and external stakeholders in the
development of company policies, programmes and
implementation plans that advance equality
Ensure that all policies are gender-sensitive –
identifying factors that impact women and men
differently – and that corporate culture advances
equality and inclusion
Introduction
The acceptance and assimilation of Principle 1 -- that
means taking on gender equality as a sound business
strategy by the top management in an organisation -- will
have a positive ripple effect on issues such as governance,
operations and organisational culture. Leadership backing
for this component will allow for several breakthroughs: the
setting of company-wide goals and targets on gender
equality, the close tracking and monitoring of its progress,
and the involvement of diverse stakeholder groups in
gender sensitive policy making.
This section analyses gender diversity in the Board as a key
23
No. of companies: 5Size: Revenues ranging between Rs. 2600 crore to Rs. 35,886 crore
Metal products No. of companies: 6
Size: Revenues ranging between Rs. 35,000 crore and Rs. 135,000 crore
Hospitality
No. of companies: 4Size: Revenues ranging between Rs. 213 crore and Rs. 840 crore
Aviation
Consulting
No. of companies: 5Size: Revenues ranging between Rs. 1,600 crore and Rs. 18,000 crore
No. of companies: 5Size: Revenues ranging between Rs 42,000 crore and Rs 19,200 crore
Energy
No. of companies: 8Size: Revenues ranging between Rs. 9,500 crore and Rs. 83,000 crore1 small company with a revenue less than Rs. 10 crore
Financial services No. of companies: 7
Size: Revenues ranging between Rs. 978 crore and Rs. 135,692 crore
Food and beverages
No. of companies: 6Size: Revenues ranging between Rs 6,000 crore and Rs 210,000 crore
Telecommunication
IT & ITES
No. of companies: 5Size: Revenues ranging between Rs 3,600 crore and Rs 61, crore
MediaNo. of companies: 5
Size: Revenues ranging between Rs. 1,235 crore and Rs. 9,627 crore
A total of 56 companies were studied as part of this research. Of these, 87% were private companies and 13% were public sector undertakings (PSUs). The company selection also had a regional focus in the sense that the companies identified were concentrated in the cities of Delhi, Mumbai, Chennai and Bangalore, in order to maximise reach and make effective use of time and resources.
Profile of companies studied
SECTOR SELECTIONReviewing the extent of absorption of policies & practices
MATCHING INSIGHTS WITH ACTION: EMBEDDING
WEPs WITHIN THE INDIAN BUSINESS CULTURE
This section of the report makes a Principle-by-Principle
assessment, surveying the degree of each one of the seven
principle's acceptance within corporate structures.
PRINCIPLE 1: ESTABLISH HIGH-LEVEL CORPORATE
LEADERSHIP FOR GENDER EQUALITY
Affirm high-level support and direct top-level policies
for gender equality and human rights
Establish company-wide goals and targets for gender
equality and include progress as a factor in managers'
performance reviews
Engage internal and external stakeholders in the
development of company policies, programmes and
implementation plans that advance equality
Ensure that all policies are gender-sensitive –
identifying factors that impact women and men
differently – and that corporate culture advances
equality and inclusion
Introduction
The acceptance and assimilation of Principle 1 -- that
means taking on gender equality as a sound business
strategy by the top management in an organisation -- will
have a positive ripple effect on issues such as governance,
operations and organisational culture. Leadership backing
for this component will allow for several breakthroughs: the
setting of company-wide goals and targets on gender
equality, the close tracking and monitoring of its progress,
and the involvement of diverse stakeholder groups in
gender sensitive policy making.
This section analyses gender diversity in the Board as a key
23
enabling factor that supports the development of
company's policies, programmes and plans to advance
equality. It also looks at the seriousness of commitment to
gender equality by businesses.
Representation of women in Boards
Under-representation of women in upper tiers of
management is a global phenomenon. Research indicates
that women constitute less than 15% of corporate Boards 2in the USA, UK, Canada, Europe and Australia . In Asia the
representation of women on corporate Boards is even 3lower, at an average of six percent .
India, though poised on the brink of becoming a global
economic giant, performs poorly on the issue of women in
the boardroom. A 2010 study sponsored by Standard
Chartered titled 'Women on Corporate Boards in India
2010' found that out of a total of 1,112 directorships on
the top 100 companies listed on the Bombay Stock
Exchange, only 59 directorships were held by women,
representing a mere 5.3% of all directorships. It was seen
that 54% of the companies had no female representation
at all in their Boards.
Study trends
• Representation of women on the Boards of companies
was found to be generally low, ranging between 4.25%
and 28.5% across the 10 sectors
• The highest representation of women on the Board
was seen in media sector at an average of 28.5%. This
is mostly because, one of the companies studied was a
family owned business and women constituted 50% of
the Board membership, thereby pushing up the
average.
• The lowest representation of women on the Board was
seen in the aviation sector at 4.25%. This is of
significance as the aviation sector has a large female
workforce at the lower levels of the organisation – as
flight attendants, cabin crew and ground staff. The
history of struggle against discrimination and for
gender equity faced by these women is well known.
The question that arises is, when there are large
numbers of women at lower levels in these companies,
what are the barriers that prevent them from rising to
top management positions? Apart from inadequacy in
gender sensitive policy making, it is clear that
patriarchal norms are being extended to structures
and systems in the business context also
2Siri Terjesen and Val Singh, Female Presence on Corporate Boards: A Multi-Country Study of Environmental Context, Journal of Business Ethics,
(2008) 83:55–63, DOI 10.1007/s10551-007-9656-13Women Matter: An Asian Perspective, Harnessing Female Talent to Raise Corporate Performance, McKinsey and Company
Women at the helm
Chapter XI of the draft rules under the Companies Act,
2013, makes provision for the appointment of women
on corporate boards:
11.1. For the purposes of second proviso to sub-section
(1) of section 149 the following class of companies
shall appoint at least one woman director within the
period indicated against each of them, as under:-
• Every listed company - within one year from the
commencement of second proviso to sub-section
(1) of section 149;
• Every other company having a paid–up share
capital of Rs 100 crore or more – within three years
from the commencement of second proviso to sub-
section (1) of section 149
The current global climate is marked by economic
slowdown and talent scarcity. Hence, in order to maintain
competitive advantage, businesses need to bring on board
the best talent and capitalise on the benefits that women
in leadership positions can bring to an organisation.
Research suggests that women leaders bring on board new
ideas and improved communication, insights on female
market segmentation and alternative leadership and
management styles such as influence and inspiration,
rather than command and control to achieve their goals.
Another important question that should be raised is - do
gender diverse Boards positively impact women? (including
women employees, women in the supply chain and other
women in the eco system of the business) Research
suggests that female Board members can represent career
opportunities for potential female employees, inspire
existing women employees to aspire for senior management
roles and also facilitate networking and mentoring of 5women professionals through corporate networks .
Further, a gender diverse Board can also contribute towards
more gender sensitive policy making in terms of
recruitments, professional development, employee
benefits, contractors and vendors in the supply chain and
the company's CSR initiatives. In addition to the benefits
it brings to the business, gender diversity at the highest
levels, contributes to women's agency significantly. The
World Development Report on Gender Equality and
Development 2012, defined agency as 'the ability to use
endowments to take advantage of opportunities to achieve
desired outcomes'. The report outlined five 'expressions of
agency', one of which pertained to 'having voice in society
and influencing policy'. While this pertains more to the
political rights of women, the analysis can be used to
strengthen the demand for more gender diverse boards.
• Food and beverages, financial services and the
telecommunications sectors had an average
representation of women on Board greater than 15%
but less than 20%
• Among the business associations studied, the
representation of women in top management
(managing committee, elected office bearers) ranged
between 6.25% and 40%. In among half of the
associations studied, the top management had no
gender diversity
The findings presented above corroborate the trends found
in the 2010 Standard Chartered supported research. What
compounds the gender asymmetries is the fact that
business associations which are representative bodies of
industries (and are mandated to undertake policy advocacy
on behalf of member companies) also have low women
representation in their top management tiers. These bodies
are usually elected or nominated by members to represent
them in the association. It is usually senior members from a
company who serve as top council members/elected
members/office bearers in associations. It is not
unsurprising then that when the top management of the
parent companies have low gender representation this finds
reflection in the structures of the top management of
business associations.
Why is female representation in high level corporate
leadership important for gender equality? To answer this,
two things must be considered. One, viewed from the
perspective of human rights and equity, increased
participation of women in top management is vital to
ensure that the rights and choices of women are protected.
Two, from a business point of view, an increase in female
presence on Boards and senior management perceptibly 4and positively impacts the bottom line .
4Women in the Boardroom: A Global Perspective, Deloitte, Nov 20115Siri Terjesen and Val Singh, Female Presence on Corporate Boards: A Multi-Country Study of Environmental Context,
Journal of Business Ethics, (2008) 83:55–63, DOI 10.1007/s10551-007-9656-124 25
enabling factor that supports the development of
company's policies, programmes and plans to advance
equality. It also looks at the seriousness of commitment to
gender equality by businesses.
Representation of women in Boards
Under-representation of women in upper tiers of
management is a global phenomenon. Research indicates
that women constitute less than 15% of corporate Boards 2in the USA, UK, Canada, Europe and Australia . In Asia the
representation of women on corporate Boards is even 3lower, at an average of six percent .
India, though poised on the brink of becoming a global
economic giant, performs poorly on the issue of women in
the boardroom. A 2010 study sponsored by Standard
Chartered titled 'Women on Corporate Boards in India
2010' found that out of a total of 1,112 directorships on
the top 100 companies listed on the Bombay Stock
Exchange, only 59 directorships were held by women,
representing a mere 5.3% of all directorships. It was seen
that 54% of the companies had no female representation
at all in their Boards.
Study trends
• Representation of women on the Boards of companies
was found to be generally low, ranging between 4.25%
and 28.5% across the 10 sectors
• The highest representation of women on the Board
was seen in media sector at an average of 28.5%. This
is mostly because, one of the companies studied was a
family owned business and women constituted 50% of
the Board membership, thereby pushing up the
average.
• The lowest representation of women on the Board was
seen in the aviation sector at 4.25%. This is of
significance as the aviation sector has a large female
workforce at the lower levels of the organisation – as
flight attendants, cabin crew and ground staff. The
history of struggle against discrimination and for
gender equity faced by these women is well known.
The question that arises is, when there are large
numbers of women at lower levels in these companies,
what are the barriers that prevent them from rising to
top management positions? Apart from inadequacy in
gender sensitive policy making, it is clear that
patriarchal norms are being extended to structures
and systems in the business context also
2Siri Terjesen and Val Singh, Female Presence on Corporate Boards: A Multi-Country Study of Environmental Context, Journal of Business Ethics,
(2008) 83:55–63, DOI 10.1007/s10551-007-9656-13Women Matter: An Asian Perspective, Harnessing Female Talent to Raise Corporate Performance, McKinsey and Company
Women at the helm
Chapter XI of the draft rules under the Companies Act,
2013, makes provision for the appointment of women
on corporate boards:
11.1. For the purposes of second proviso to sub-section
(1) of section 149 the following class of companies
shall appoint at least one woman director within the
period indicated against each of them, as under:-
• Every listed company - within one year from the
commencement of second proviso to sub-section
(1) of section 149;
• Every other company having a paid–up share
capital of Rs 100 crore or more – within three years
from the commencement of second proviso to sub-
section (1) of section 149
The current global climate is marked by economic
slowdown and talent scarcity. Hence, in order to maintain
competitive advantage, businesses need to bring on board
the best talent and capitalise on the benefits that women
in leadership positions can bring to an organisation.
Research suggests that women leaders bring on board new
ideas and improved communication, insights on female
market segmentation and alternative leadership and
management styles such as influence and inspiration,
rather than command and control to achieve their goals.
Another important question that should be raised is - do
gender diverse Boards positively impact women? (including
women employees, women in the supply chain and other
women in the eco system of the business) Research
suggests that female Board members can represent career
opportunities for potential female employees, inspire
existing women employees to aspire for senior management
roles and also facilitate networking and mentoring of 5women professionals through corporate networks .
Further, a gender diverse Board can also contribute towards
more gender sensitive policy making in terms of
recruitments, professional development, employee
benefits, contractors and vendors in the supply chain and
the company's CSR initiatives. In addition to the benefits
it brings to the business, gender diversity at the highest
levels, contributes to women's agency significantly. The
World Development Report on Gender Equality and
Development 2012, defined agency as 'the ability to use
endowments to take advantage of opportunities to achieve
desired outcomes'. The report outlined five 'expressions of
agency', one of which pertained to 'having voice in society
and influencing policy'. While this pertains more to the
political rights of women, the analysis can be used to
strengthen the demand for more gender diverse boards.
• Food and beverages, financial services and the
telecommunications sectors had an average
representation of women on Board greater than 15%
but less than 20%
• Among the business associations studied, the
representation of women in top management
(managing committee, elected office bearers) ranged
between 6.25% and 40%. In among half of the
associations studied, the top management had no
gender diversity
The findings presented above corroborate the trends found
in the 2010 Standard Chartered supported research. What
compounds the gender asymmetries is the fact that
business associations which are representative bodies of
industries (and are mandated to undertake policy advocacy
on behalf of member companies) also have low women
representation in their top management tiers. These bodies
are usually elected or nominated by members to represent
them in the association. It is usually senior members from a
company who serve as top council members/elected
members/office bearers in associations. It is not
unsurprising then that when the top management of the
parent companies have low gender representation this finds
reflection in the structures of the top management of
business associations.
Why is female representation in high level corporate
leadership important for gender equality? To answer this,
two things must be considered. One, viewed from the
perspective of human rights and equity, increased
participation of women in top management is vital to
ensure that the rights and choices of women are protected.
Two, from a business point of view, an increase in female
presence on Boards and senior management perceptibly 4and positively impacts the bottom line .
4Women in the Boardroom: A Global Perspective, Deloitte, Nov 20115Siri Terjesen and Val Singh, Female Presence on Corporate Boards: A Multi-Country Study of Environmental Context,
Journal of Business Ethics, (2008) 83:55–63, DOI 10.1007/s10551-007-9656-124 25
Energy 5%
Metal prod 6.4%IT & ITES 10%
Hospitality 10%
Consulting 14.2%
Aviation 4.25%
Telecom 15.2%
Financial Services 16.2%
Food & Beverages 18.2%
Media 28.5%
PERCENTAGE OF WOMEN ON BOARDS International standards, norms and guidelines
to advance gender equality
International standards, norms and guidelines provide
companies with ethical frameworks and benchmarks to aid
their organisational policy making. They provide a forum for
businesses to come together and join in to pursue a goal
that promotes the common good. The most well-known is
the UNGC which outlines 10 universal principles for
responsible business.
Several others such as the ISO 26000, Child Rights and
Business Principles Initiative, the NVGs on Social,
Economic and Environmental Responsibilities of Business,
and the OECD guidelines, also support businesses to
demonstrate responsibility in their policies, procedure and
practices. From the point of view of gender equality, the
WEPs provide a set of considerations to help the private
sector focus on key elements integral to promoting gender 6equality in the workplace, marketplace and community .
It is envisioned that such engagement would ensure that all
policies are gender-sensitive and that corporate culture
would advance equality and inclusion.
Study trends
• Study of disclosures revealed that 42% of the
businesses accepted and promoted the UNGC; several
were also founding members of UNGC in India
• Only 10% of the companies studied, endorsed the UN
Women's WEP. Of these 75% are in the IT sector and the
remaining are from the sectors of consulting and metal
products
• About 16% endorsed/or were members of other
standards, norms and guidelines. They include:
- UNESCO High Level Panel on Women's
Empowerment and Gender Equity
- NASSCOM working group on gender inclusion
- MDGs (1,2,3,4,5)
- SA8000 standards on issues of labour/human
rights
- NVGs on Social, Economic and Environmental
Responsibilities of Business, 2011
- Transparency International
- TERI-World Business Council on Sustainable
Development (related to environment)
- UNEP Finance Initiative (related to finance)
The low uptake/endorsement of the WEPs could be on
account of the fact that it was released only in 2010 and is
still in the process of being rolled out in companies. The
potential for the WEP to grow and gain acceptance with
more businesses is promising.
Companies that have endorsed the WEPs have spearheaded
interesting initiatives to promote the issue of women's
empowerment in their ecosystem. Some of these include:
• Setting up forums to connect women employees for
networking and professional development
• Setting targets to promote gender diversity in the
workplace
• Setting up mentoring and leadership development
programmes, in particular those that promote the
career growth and development of women employees
6http://www.weprinciples.org/Site/Overview/
27
Energy 5%
Metal prod 6.4%IT & ITES 10%
Hospitality 10%
Consulting 14.2%
Aviation 4.25%
Telecom 15.2%
Financial Services 16.2%
Food & Beverages 18.2%
Media 28.5%
PERCENTAGE OF WOMEN ON BOARDS International standards, norms and guidelines
to advance gender equality
International standards, norms and guidelines provide
companies with ethical frameworks and benchmarks to aid
their organisational policy making. They provide a forum for
businesses to come together and join in to pursue a goal
that promotes the common good. The most well-known is
the UNGC which outlines 10 universal principles for
responsible business.
Several others such as the ISO 26000, Child Rights and
Business Principles Initiative, the NVGs on Social,
Economic and Environmental Responsibilities of Business,
and the OECD guidelines, also support businesses to
demonstrate responsibility in their policies, procedure and
practices. From the point of view of gender equality, the
WEPs provide a set of considerations to help the private
sector focus on key elements integral to promoting gender 6equality in the workplace, marketplace and community .
It is envisioned that such engagement would ensure that all
policies are gender-sensitive and that corporate culture
would advance equality and inclusion.
Study trends
• Study of disclosures revealed that 42% of the
businesses accepted and promoted the UNGC; several
were also founding members of UNGC in India
• Only 10% of the companies studied, endorsed the UN
Women's WEP. Of these 75% are in the IT sector and the
remaining are from the sectors of consulting and metal
products
• About 16% endorsed/or were members of other
standards, norms and guidelines. They include:
- UNESCO High Level Panel on Women's
Empowerment and Gender Equity
- NASSCOM working group on gender inclusion
- MDGs (1,2,3,4,5)
- SA8000 standards on issues of labour/human
rights
- NVGs on Social, Economic and Environmental
Responsibilities of Business, 2011
- Transparency International
- TERI-World Business Council on Sustainable
Development (related to environment)
- UNEP Finance Initiative (related to finance)
The low uptake/endorsement of the WEPs could be on
account of the fact that it was released only in 2010 and is
still in the process of being rolled out in companies. The
potential for the WEP to grow and gain acceptance with
more businesses is promising.
Companies that have endorsed the WEPs have spearheaded
interesting initiatives to promote the issue of women's
empowerment in their ecosystem. Some of these include:
• Setting up forums to connect women employees for
networking and professional development
• Setting targets to promote gender diversity in the
workplace
• Setting up mentoring and leadership development
programmes, in particular those that promote the
career growth and development of women employees
6http://www.weprinciples.org/Site/Overview/
27
PRINCIPLE 2: TREAT ALL WOMEN AND MEN FAIRLY AT
WORK - RESPECT AND SUPPORT HUMAN RIGHTS AND
NON DISCRIMINATION
Pay equal remuneration, including benefits, for work of
equal value and strive to pay a living wage to all women
and men
Ensure that workplace policies and practices are free
from gender-based discrimination
Implement gender-sensitive recruitment and retention
practices and proactively recruit and appoint women to
managerial and executive positions and to the
corporate board of directors
Assure sufficient participation of women – 30% or
greater – in decision-making and governance at all
levels and across all business areas
Offer flexible work options, leave and re-entry
opportunities to positions of equal pay and status
Support access to child and dependent care by
providing services, resources and information to both
women and men
Introduction
Principle 2 outlines the means by which businesses can
ensure fair and just working conditions for men and women
employees. From recruitments, remunerations, workplace
policies and practices, decision making, working
conditions to child care, there are a range of actions that
businesses can take to foster gender equality.
This chapter takes a comprehensive look at policies and
practices pertaining to women in the workforce by
reviewing maternity/paternity entitlements, flexible work
options and support for child care. Sadly, study data
pertaining to equal wages, recruitment processes and
women's participation in governance and decision making,
were not available. An informed analysis on these issues
has hence not been possible.
Women in the workforce
India has recorded impressive economic gains in the past
decade, but women's participation in the labour market
has been on a steady decline. According to the Global 7Employment Trends 2013 report of the ILO there has been
a steep fall in the labour force participation rate for women
in India from just over 37% in 2004-05 to 29% in 2009-10.
While the number of women in agriculture has reduced,
there has been no concurrent increase of women's
participation in other sectors like industry and services.
Confirming this downward work spiral for women is the
68th round of the National Sample Survey. It says that the
work participation rate for women stood at 21.9% in 2011-
12 – recording a dramatic four percent fall from the 2001
rate of 25.9%.
The World Bank has more bad news. Its figures point to two
out of every three women in India being unemployed.
Compounding the crisis and neglect is the reality of the
enormous unpaid work that women do, such as domestic
chores, and caring for children, sick and the elderly. Apart
from being a violation of women's human rights, the
impact of unpaid work on women, especially those that
live in poverty, is tremendous. It prevents girls from
accessing developmental opportunities and impairs
women's economic chances. Women in employment, on
the other hand, are caught in a double bind. They have to
fit their home activities into their daily working routines,
leaving them with little or no leisure time. When caught in
conflicting scenarios such as this, it has been seen that
the burden of working women mostly get shifted to other 8female members of the family . Unemployment and unpaid
work are, thus, the two primary factors responsible for
escalating the scale and severity of women's inequality.
Prevailing patriarchal attitudes view and define work
within narrow confines. Work is seen to be activities that
are paid, takes place between nine am and five pm and
that which happens outside the home. What does this
insular, far-from-inclusive worldview mean for India's
economic growth and development? It means serious and
undoubtedly lasting negative impacts for the country's
GDP as a sizeable number of women are left out of the
labour mainstream and their efforts within homes remain
economically and socially discounted. According to the UN
and International Labour Organisation, increasing
economic opportunities for women could take up India's 9growth rate by a significant 4.2 per cent .
8Liz Ford, A Woman's Job: Who Cares about Unpaid Carers?, The Guardian, Monday 7 October 20139Persis Khambatta, India Needs More Women in the Workforce, Center for Strategic and International Studies, August 9, 2013
7Global Employment Trends 2013: Recovering from A Second Jobs Dip
Losing out on talented women
“When women are insufficiently represented in the
workplace, we lose out on 50% of the talent pool. In an
environment where human capital makes all the
difference between success and failure, this is a massive
loss which countries and corporates can ill-afford." –
Cyrus Mistry, Chairman, Tata Group
Source: Chairman's message, Tata Global Beverages Annual Report and Financial Statements 2012-13 'Celebrating Women'
Study trends
• At all levels and in every sector, the number of men in
the workforce far exceed the number of women in the
workforce
• In the 10 sectors studied, the IT and financial services
sectors are the largest employers of women. In the
former it ranges between 24 and 34% while in the
28 29
PRINCIPLE 2: TREAT ALL WOMEN AND MEN FAIRLY AT
WORK - RESPECT AND SUPPORT HUMAN RIGHTS AND
NON DISCRIMINATION
Pay equal remuneration, including benefits, for work of
equal value and strive to pay a living wage to all women
and men
Ensure that workplace policies and practices are free
from gender-based discrimination
Implement gender-sensitive recruitment and retention
practices and proactively recruit and appoint women to
managerial and executive positions and to the
corporate board of directors
Assure sufficient participation of women – 30% or
greater – in decision-making and governance at all
levels and across all business areas
Offer flexible work options, leave and re-entry
opportunities to positions of equal pay and status
Support access to child and dependent care by
providing services, resources and information to both
women and men
Introduction
Principle 2 outlines the means by which businesses can
ensure fair and just working conditions for men and women
employees. From recruitments, remunerations, workplace
policies and practices, decision making, working
conditions to child care, there are a range of actions that
businesses can take to foster gender equality.
This chapter takes a comprehensive look at policies and
practices pertaining to women in the workforce by
reviewing maternity/paternity entitlements, flexible work
options and support for child care. Sadly, study data
pertaining to equal wages, recruitment processes and
women's participation in governance and decision making,
were not available. An informed analysis on these issues
has hence not been possible.
Women in the workforce
India has recorded impressive economic gains in the past
decade, but women's participation in the labour market
has been on a steady decline. According to the Global 7Employment Trends 2013 report of the ILO there has been
a steep fall in the labour force participation rate for women
in India from just over 37% in 2004-05 to 29% in 2009-10.
While the number of women in agriculture has reduced,
there has been no concurrent increase of women's
participation in other sectors like industry and services.
Confirming this downward work spiral for women is the
68th round of the National Sample Survey. It says that the
work participation rate for women stood at 21.9% in 2011-
12 – recording a dramatic four percent fall from the 2001
rate of 25.9%.
The World Bank has more bad news. Its figures point to two
out of every three women in India being unemployed.
Compounding the crisis and neglect is the reality of the
enormous unpaid work that women do, such as domestic
chores, and caring for children, sick and the elderly. Apart
from being a violation of women's human rights, the
impact of unpaid work on women, especially those that
live in poverty, is tremendous. It prevents girls from
accessing developmental opportunities and impairs
women's economic chances. Women in employment, on
the other hand, are caught in a double bind. They have to
fit their home activities into their daily working routines,
leaving them with little or no leisure time. When caught in
conflicting scenarios such as this, it has been seen that
the burden of working women mostly get shifted to other 8female members of the family . Unemployment and unpaid
work are, thus, the two primary factors responsible for
escalating the scale and severity of women's inequality.
Prevailing patriarchal attitudes view and define work
within narrow confines. Work is seen to be activities that
are paid, takes place between nine am and five pm and
that which happens outside the home. What does this
insular, far-from-inclusive worldview mean for India's
economic growth and development? It means serious and
undoubtedly lasting negative impacts for the country's
GDP as a sizeable number of women are left out of the
labour mainstream and their efforts within homes remain
economically and socially discounted. According to the UN
and International Labour Organisation, increasing
economic opportunities for women could take up India's 9growth rate by a significant 4.2 per cent .
8Liz Ford, A Woman's Job: Who Cares about Unpaid Carers?, The Guardian, Monday 7 October 20139Persis Khambatta, India Needs More Women in the Workforce, Center for Strategic and International Studies, August 9, 2013
7Global Employment Trends 2013: Recovering from A Second Jobs Dip
Losing out on talented women
“When women are insufficiently represented in the
workplace, we lose out on 50% of the talent pool. In an
environment where human capital makes all the
difference between success and failure, this is a massive
loss which countries and corporates can ill-afford." –
Cyrus Mistry, Chairman, Tata Group
Source: Chairman's message, Tata Global Beverages Annual Report and Financial Statements 2012-13 'Celebrating Women'
Study trends
• At all levels and in every sector, the number of men in
the workforce far exceed the number of women in the
workforce
• In the 10 sectors studied, the IT and financial services
sectors are the largest employers of women. In the
former it ranges between 24 and 34% while in the
28 29
latter it ranges between 16 and 24%. It has not been
possible to chart trends on the work roles of women
due to paucity of information
• In the energy sector, women in the workforce
constitute less than 10%. This could be on account of
the nature of the business
• In the aviation sector, 20% of the companies did not
disclose any workforce related information; 60%
disclosed workforce information that was not gender
disaggregated; 20% of the companies reported that
60% of their workforce comprises women
• No information was available across companies on
Dalit/Adivasi women in the workforce. In disclosures,
PSUs provided generic information regarding
percentage of SC/STs in their workforce, while private
sector companies were not forthcoming with any
information. Responses in primary data on the extent
of representation of Dalit/Adivasi women in the
workforce mostly evoked a response of 'Don't know'.
India needs more women in the workforce
48% of working women in India drop out of the
workforce before they reach mid-career. The largest
percentage of Indian women leaving the workforce
occurs between the junior and middle level, as opposed
to between the middle and senior levels. Family
pressure and cultural norms are most often cited as
reasons for leaving in the early stages, and women
often find it easier to remain at junior levels or to leave
the workforce altogether.
Source: Persis Khambatta, India Needs More Women in the Workforce, Center for Strategic and International Studies, August 9th, 2013
A fight to the end … for equal opportunities
The Hotel Association of India had filed a writ petition
in the High Court of Delhi in July 1999. It challenged
the 92-year old Section 30 of the Punjab Excise Act
1914, arguing that it was enacted under the British
Rule in 1914 was totally misplaced, "out of time" and
discriminatory towards women on the basis of sex,
amounting to violation of their right to equal
opportunity at workplaces in the hospitality sector.
After a prolonged legal battle that lasted five years, the
Delhi High Court, in a landmark judgment on January
12, 2006, declared Section 30 of the Punjab Excise Act
1914 ultra vires under Article 226 of the Constitution of
India.
Source: HAI website
Some information was available from websites of
business associations, regarding vocational training
programmes targeted at SC/STs youth to enhance
employability and entrepreneurship as part of the
Affirmative Action programme. However, this
information was not always gender disaggregated or
updated
• Some companies in IT, energy and hospitality sectors
did provide gender disaggregated workforce
information by seniority and age. An analysis of this
data indicates that a large percentage of women in
the workforce are employed at junior levels in the
company. These women are generally below 30 years
of age. There is a significant drop in the percentage of
women in the workforce at middle levels in the
organisation
• Among the companies that provided primary
information for the study, intra-organisational
information pertaining to workforce varied. While
responses provided by senior women professionals
generally tallied with that seen in disclosures,
responses from junior women professionals were
uneven. This indicates a need to sensitise employees
at the junior level about these issues, perhaps
through induction trainings, orientations and
refresher courses. It also indicates a need to
strengthen internal communications by companies
with regard to their women workforce
• Among business associations, gender diversity at the
top leadership and Secretariat levels were analysed.
As has been mentioned in previous sections, there was
low gender diversity in top management. At the
Secretariat level, while there was still a
preponderance of men over women, the
representation of women was reasonably good across
various roles and positions, as illustrated by the
examples given below in the graph. One of the
business associations for the hotel industry also
moved the court on the issue of equal opportunities
for work for women in the hotel industry
An analysis of these trends throw up interesting facts.
Large representations of women in the workforce were to
be found in the IT and financial services sectors. They top
the list from among the 10 sectors studied. This can be
attributed to the desire among women to have a white
collar jobs with high salaries and to the international
mobility that the IT sector provides. The fact that IT jobs
are accompanied by gender-neutral policies at the
company level (as the emphasis is on the possession of
knowledge-centric skills), flexible work routines, and
physically less demanding work processes within
comfortable indoor work environments helps women
immeasurably. Similarly, the presence of large numbers of
women in the financial services sector, particularly
banking, could be explained by the fact that such jobs are
MALE FEMALE
Others
0% 20% 40% 60% 80% 100%
Deputy Director/Sr
Jt. Director
Addl Director
Director
Senior Director
Asst Secy Gen
Deputy Secy Gen
FICCI GENDER COMPOSITION OF SECRETARIAT
Source: FICCI website
30 31
latter it ranges between 16 and 24%. It has not been
possible to chart trends on the work roles of women
due to paucity of information
• In the energy sector, women in the workforce
constitute less than 10%. This could be on account of
the nature of the business
• In the aviation sector, 20% of the companies did not
disclose any workforce related information; 60%
disclosed workforce information that was not gender
disaggregated; 20% of the companies reported that
60% of their workforce comprises women
• No information was available across companies on
Dalit/Adivasi women in the workforce. In disclosures,
PSUs provided generic information regarding
percentage of SC/STs in their workforce, while private
sector companies were not forthcoming with any
information. Responses in primary data on the extent
of representation of Dalit/Adivasi women in the
workforce mostly evoked a response of 'Don't know'.
India needs more women in the workforce
48% of working women in India drop out of the
workforce before they reach mid-career. The largest
percentage of Indian women leaving the workforce
occurs between the junior and middle level, as opposed
to between the middle and senior levels. Family
pressure and cultural norms are most often cited as
reasons for leaving in the early stages, and women
often find it easier to remain at junior levels or to leave
the workforce altogether.
Source: Persis Khambatta, India Needs More Women in the Workforce, Center for Strategic and International Studies, August 9th, 2013
A fight to the end … for equal opportunities
The Hotel Association of India had filed a writ petition
in the High Court of Delhi in July 1999. It challenged
the 92-year old Section 30 of the Punjab Excise Act
1914, arguing that it was enacted under the British
Rule in 1914 was totally misplaced, "out of time" and
discriminatory towards women on the basis of sex,
amounting to violation of their right to equal
opportunity at workplaces in the hospitality sector.
After a prolonged legal battle that lasted five years, the
Delhi High Court, in a landmark judgment on January
12, 2006, declared Section 30 of the Punjab Excise Act
1914 ultra vires under Article 226 of the Constitution of
India.
Source: HAI website
Some information was available from websites of
business associations, regarding vocational training
programmes targeted at SC/STs youth to enhance
employability and entrepreneurship as part of the
Affirmative Action programme. However, this
information was not always gender disaggregated or
updated
• Some companies in IT, energy and hospitality sectors
did provide gender disaggregated workforce
information by seniority and age. An analysis of this
data indicates that a large percentage of women in
the workforce are employed at junior levels in the
company. These women are generally below 30 years
of age. There is a significant drop in the percentage of
women in the workforce at middle levels in the
organisation
• Among the companies that provided primary
information for the study, intra-organisational
information pertaining to workforce varied. While
responses provided by senior women professionals
generally tallied with that seen in disclosures,
responses from junior women professionals were
uneven. This indicates a need to sensitise employees
at the junior level about these issues, perhaps
through induction trainings, orientations and
refresher courses. It also indicates a need to
strengthen internal communications by companies
with regard to their women workforce
• Among business associations, gender diversity at the
top leadership and Secretariat levels were analysed.
As has been mentioned in previous sections, there was
low gender diversity in top management. At the
Secretariat level, while there was still a
preponderance of men over women, the
representation of women was reasonably good across
various roles and positions, as illustrated by the
examples given below in the graph. One of the
business associations for the hotel industry also
moved the court on the issue of equal opportunities
for work for women in the hotel industry
An analysis of these trends throw up interesting facts.
Large representations of women in the workforce were to
be found in the IT and financial services sectors. They top
the list from among the 10 sectors studied. This can be
attributed to the desire among women to have a white
collar jobs with high salaries and to the international
mobility that the IT sector provides. The fact that IT jobs
are accompanied by gender-neutral policies at the
company level (as the emphasis is on the possession of
knowledge-centric skills), flexible work routines, and
physically less demanding work processes within
comfortable indoor work environments helps women
immeasurably. Similarly, the presence of large numbers of
women in the financial services sector, particularly
banking, could be explained by the fact that such jobs are
MALE FEMALE
Others
0% 20% 40% 60% 80% 100%
Deputy Director/Sr
Jt. Director
Addl Director
Director
Senior Director
Asst Secy Gen
Deputy Secy Gen
FICCI GENDER COMPOSITION OF SECRETARIAT
Source: FICCI website
30 31
viewed as safe, low-stress, with regular work timings and
women-friendly environments. Additional incentives for
women are good perks (such as, housing, soft loans,
structured working hours and maternity policies) and
comfortable working conditions.
The energy sector shows low participation of women in the
workforce. This could be on account of the nature of the
business. The value chain involves exploration/mining,
production activities, processing, storing, transporting
and the marketing of crude oil and natural gas.
It also involves refining processes to provide consumers
with gasoline, diesel, jet fuel, heating oil, asphalt,
lubricants, synthetic rubber, plastics, fertilisers,
antifreeze, pesticides, pharmaceuticals and natural gas.
These production processes involve immense physical
labour and are clearly considered to be outside of women's
domains. Other reasons why women are discouraged or not
employed in this sector are because work in this sphere
requires people to deal with heavy machinery, long hours
of work under harsh conditions, and duties in remote
locations.
The issue of women's participation in the aviation industry
is abound with problems. It is a matter of concern and
deserves a closer look. The aviation industry employs
women in large numbers as flight attendants, cabin crew
and ground staff. It has often come under fire for
promoting negative gender stereotypes and for its
emphasis on women's physical appearance as an important
job qualifier.
Historically, women flight attendants have had to fight a
tough battle for equal treatment with their male
counterparts. Even today, it appears that the battle has
not been won. Recently, a private carrier announced that it
would employ only women as cabin crew as a fuel saving
measure. The rationale being that women are 20 kgs lighter
than men. This would hence make the aircraft lighter and it
would burn less fuel.
While this might be seen as a brilliant window for fresh
economic opportunities for women, there is a scary
countervailing force at play. Such a move carries the very
real risk of reverting to the days when airline companies
monitored women's weight, fired them for becoming
pregnant and did not provide them the same benefits as
their male counterparts.
We view the lack of transparency among the aviation
companies (even with regard to information in the public
domain) and their reluctance to engage in a direct
discussion with the research team as a missed opportunity.
The initiation of a dialogue process with other
stakeholders to make their companies/sector as one that
upholds and promotes gender equality in every manner has
been let go of.
An analysis of information pertaining to the participation
of Dalit/Adivasi women in the workforce did not unfold any
significant trends. The 'Affirmative Action' agenda gained
momentum ever since its cause was pushed by many
companies from 2006. This was after the Prime Minister
called upon businesses to play a leadership role in
development of SC/STs in the country.
The Indian industry drew up a robust Affirmative Action
plan and undertook the 3E approach to enhance -
Education, Entrepreneurship and Employability - among
SC/STs through various programmes. Industrial houses
even agreed to undertake a headcount of SCs/STs in their
workforce and divulge details. Yet recent news reports
underline the lack lustre measures and the inert responses
by companies in the recent years to the action plan.
Reviewing the contribution to the Affirmative Action plans
by the industry, Union Minister for Social Justice and
Empowerment, Selja Kumari, in her note addressed to
several chambers of commerce like Associated Chambers of
Commerce and Industry of India(ASSOCHAM), Federation
of Indian Chambers of Commerce and Industry (FICCI) and
Confederation of Indian Industries (CII), called their
achievements 'minuscule" and 'small'.
While undertaking these analysis on trends, major
concerns arose. There were two concerns that were far
more pronounced. One, while gathering primary data, the
majority response of 'don't know' was an enormous
discouragement for the researchers who were keen to elicit
precise information.
Two, the near absence of workforce information pertaining
to SC/STs was disappointing. In light of the importance
accorded to the issue by business leaders at the national
level and their public commitment to take concrete steps
to address this issue, their lack of co-operation and
inability to produce/share data on SC/ST employees
proved disconcerting.
A huge disconnect between what the business fraternity is
saying (through its business associations) and what they
are doing at the level of individual businesses is obvious.
There seems to be a perception that generating
employment for people belonging to SC/ST is a 'political
issue' and the duty of the government.
Companies now seem to have absolved themselves of all
responsibility. Awareness on how and why Dalits/Adivasis
are disadvantaged, what are the deprivations and
discriminations they face, and why it is the responsibility
of business to participate effectively in programmes for
affirmative actions, does not seem to be apparent among
the corporate fraternity.
The availability and willingness to disclose information
pertaining to Dalit/Adivasis in general and women in
particular is worrisome. The data suggests that that
companies are not tracking information relating to
Dalits/Adivasis, or if they are, they are not willing to
disclose it.
PSUs at best provide general information regarding
Dalit/Adivasis in their workforce, the private sector does
not do even that. In both cases, gender disaggregated
information on the subject is unavailable. This limits the
scope for stakeholders such as civil society and
government to learn, support or collaborate with them in
their efforts towards affirmative action.While studying
trends pertaining to the career growth of women it became
increasingly clear that their career choices were
determined by prevailing societal norms that placed the
burden of child care and housekeeping almost exclusively
on them.
This also severely constrained their mobility, an important
expression of women's agency. Our study has uncovered
that female presence in the workforce at junior levels was
relatively higher as opposed to the middle and senior
levels in the company. Below the age of 30, women it was
noticed that women were unmarried and free of family
responsibilities, thereby allowing more leverage to pursue
their careers.
In their 30s and 40s, women were seen to be abandoning
their careers to raise their children as per societal roles and
expectations.
Creating an enabling work environment
Motherhood and women's traditionally ascribed
reproductive roles have put women at a disadvantage in
32 33
viewed as safe, low-stress, with regular work timings and
women-friendly environments. Additional incentives for
women are good perks (such as, housing, soft loans,
structured working hours and maternity policies) and
comfortable working conditions.
The energy sector shows low participation of women in the
workforce. This could be on account of the nature of the
business. The value chain involves exploration/mining,
production activities, processing, storing, transporting
and the marketing of crude oil and natural gas.
It also involves refining processes to provide consumers
with gasoline, diesel, jet fuel, heating oil, asphalt,
lubricants, synthetic rubber, plastics, fertilisers,
antifreeze, pesticides, pharmaceuticals and natural gas.
These production processes involve immense physical
labour and are clearly considered to be outside of women's
domains. Other reasons why women are discouraged or not
employed in this sector are because work in this sphere
requires people to deal with heavy machinery, long hours
of work under harsh conditions, and duties in remote
locations.
The issue of women's participation in the aviation industry
is abound with problems. It is a matter of concern and
deserves a closer look. The aviation industry employs
women in large numbers as flight attendants, cabin crew
and ground staff. It has often come under fire for
promoting negative gender stereotypes and for its
emphasis on women's physical appearance as an important
job qualifier.
Historically, women flight attendants have had to fight a
tough battle for equal treatment with their male
counterparts. Even today, it appears that the battle has
not been won. Recently, a private carrier announced that it
would employ only women as cabin crew as a fuel saving
measure. The rationale being that women are 20 kgs lighter
than men. This would hence make the aircraft lighter and it
would burn less fuel.
While this might be seen as a brilliant window for fresh
economic opportunities for women, there is a scary
countervailing force at play. Such a move carries the very
real risk of reverting to the days when airline companies
monitored women's weight, fired them for becoming
pregnant and did not provide them the same benefits as
their male counterparts.
We view the lack of transparency among the aviation
companies (even with regard to information in the public
domain) and their reluctance to engage in a direct
discussion with the research team as a missed opportunity.
The initiation of a dialogue process with other
stakeholders to make their companies/sector as one that
upholds and promotes gender equality in every manner has
been let go of.
An analysis of information pertaining to the participation
of Dalit/Adivasi women in the workforce did not unfold any
significant trends. The 'Affirmative Action' agenda gained
momentum ever since its cause was pushed by many
companies from 2006. This was after the Prime Minister
called upon businesses to play a leadership role in
development of SC/STs in the country.
The Indian industry drew up a robust Affirmative Action
plan and undertook the 3E approach to enhance -
Education, Entrepreneurship and Employability - among
SC/STs through various programmes. Industrial houses
even agreed to undertake a headcount of SCs/STs in their
workforce and divulge details. Yet recent news reports
underline the lack lustre measures and the inert responses
by companies in the recent years to the action plan.
Reviewing the contribution to the Affirmative Action plans
by the industry, Union Minister for Social Justice and
Empowerment, Selja Kumari, in her note addressed to
several chambers of commerce like Associated Chambers of
Commerce and Industry of India(ASSOCHAM), Federation
of Indian Chambers of Commerce and Industry (FICCI) and
Confederation of Indian Industries (CII), called their
achievements 'minuscule" and 'small'.
While undertaking these analysis on trends, major
concerns arose. There were two concerns that were far
more pronounced. One, while gathering primary data, the
majority response of 'don't know' was an enormous
discouragement for the researchers who were keen to elicit
precise information.
Two, the near absence of workforce information pertaining
to SC/STs was disappointing. In light of the importance
accorded to the issue by business leaders at the national
level and their public commitment to take concrete steps
to address this issue, their lack of co-operation and
inability to produce/share data on SC/ST employees
proved disconcerting.
A huge disconnect between what the business fraternity is
saying (through its business associations) and what they
are doing at the level of individual businesses is obvious.
There seems to be a perception that generating
employment for people belonging to SC/ST is a 'political
issue' and the duty of the government.
Companies now seem to have absolved themselves of all
responsibility. Awareness on how and why Dalits/Adivasis
are disadvantaged, what are the deprivations and
discriminations they face, and why it is the responsibility
of business to participate effectively in programmes for
affirmative actions, does not seem to be apparent among
the corporate fraternity.
The availability and willingness to disclose information
pertaining to Dalit/Adivasis in general and women in
particular is worrisome. The data suggests that that
companies are not tracking information relating to
Dalits/Adivasis, or if they are, they are not willing to
disclose it.
PSUs at best provide general information regarding
Dalit/Adivasis in their workforce, the private sector does
not do even that. In both cases, gender disaggregated
information on the subject is unavailable. This limits the
scope for stakeholders such as civil society and
government to learn, support or collaborate with them in
their efforts towards affirmative action.While studying
trends pertaining to the career growth of women it became
increasingly clear that their career choices were
determined by prevailing societal norms that placed the
burden of child care and housekeeping almost exclusively
on them.
This also severely constrained their mobility, an important
expression of women's agency. Our study has uncovered
that female presence in the workforce at junior levels was
relatively higher as opposed to the middle and senior
levels in the company. Below the age of 30, women it was
noticed that women were unmarried and free of family
responsibilities, thereby allowing more leverage to pursue
their careers.
In their 30s and 40s, women were seen to be abandoning
their careers to raise their children as per societal roles and
expectations.
Creating an enabling work environment
Motherhood and women's traditionally ascribed
reproductive roles have put women at a disadvantage in
32 33
Maternity Leave: Can be extended by taking leaves without pay on a need basis
Child Care Leave: 36 days available each year for mothers and single fathers till the
child attains the age of 2 years
Fertility Leave: 180 days for employees seeking to undergo treatment for fertility
Adoption Leave: To support an adoptive parent. 36 days of paid leave each year is
available for women employees and single fathers
CITI INDIAWomen can avail of their maternity leave in tranches
Performance rating strategy for securing rating of women professionals at the time of
maternity leave
Leave without pay for upto 4 months
Maternity cover option to find temporary replacement
for new mothers Counselling sessions for new mothers
Day care centres in New Delhi and Mumbai, called,
‘Colours of Joy’Sabbaticals for women employees
STANDARD CHARTERED
HSBC
Mother’s SpecialPolicies across banks extend from childcare to flexi work and maternity leave in tranches
All the banks mentioned here
have provision for maternity leave of
six months
ICICI BANK
Source: Anumeha Chaturvedi and Saumya Bhattacharya, Banks Lay Out Special Maternity Benefits in an Attempt to Retain Women Employees, ET Bureau Jun 18, 2013
terms of equal wages and opportunities for professional
growth and career advancement. Motherhood can be a
demanding and an exhausting responsibility, causing
women's effort and productivity on the job to reduce. Or
even if productivity does not fall, employer perceptions
that mothers might be less productive could form barriers
to women's careers.
Research suggests that creating an enabling work
environment helps to ease women's fertility and career
choices while also preventing them from dropping out of
the workforce or opting for junior level/less challenging
careers. Key among these enablers are maternity and
parental leave policies that provide job guarantees to
women who temporarily interrupt work for childcare, and
childcare arrangements that free parents from their
caregiver roles.
Study trends
• Of the companies studied, 44% disclosed information
relating to the provision of paid maternity leave to
their women employees. These companies belonged
to the IT, energy, financial services, food and
beverages, consulting, hospitality, metal products
and telecommunication sectors. Among these the IT,
energy, financial services, consulting, hospitality and
metal products reported the period of maternity leave
as ranging between 84 and 135 days. The remaining
did not provide information about the number of days
of maternity leave provided
• About 32% of the companies, who disclosed details of
maternity leave, also granted their women employee's
additional leave, over and above the stated maternity
leave. This included the provision of an additional 15
days to one month leave on medical grounds, or
extension of leave without pay for six months. These
companies were from the IT, financial services,
telecommunications and metal products sectors
• The maximum maternity leave was provided by PSUs in
the energy sector at 135 days
• About 26% of the above companies also provided
information pertaining to the percentage of women
who returned to work after availing maternity leave.
They reported a returning rate ranging between
80.06% and 93%. These were from the IT,
telecommunications and hospitality sectors
• About 18% of the companies disclosed details on the
provisions of paternity leave. The period of leave
ranged from three days to 15 days. These companies
were from IT, energy, telecommunications and food
and beverages sectors. The leave was available for
both childbirth as well as for adoption. One company
in the energy sector clearly stated that they did not
provide parental leave for male employees
• 10% of the companies studied provided adoption
leave to their employees. The period of leave ranged
from six days to 135 days, with the highest being in
PSUs in the energy sector
• 18% of the companies studied provided child care
support/services to their employees. These companies
were in the sectors of IT, energy, financial services,
consulting, food and beverages and metal products.
The support provided included:
- Referrals and tie ups for crèche/day care at -
discounted rates for employees
- Provision of nursing stations in office premises
- Provision of child care leave without pay
- Provision of annual child care leave with pay for
single parents
35
Maternity Leave: Can be extended by taking leaves without pay on a need basis
Child Care Leave: 36 days available each year for mothers and single fathers till the
child attains the age of 2 years
Fertility Leave: 180 days for employees seeking to undergo treatment for fertility
Adoption Leave: To support an adoptive parent. 36 days of paid leave each year is
available for women employees and single fathers
CITI INDIAWomen can avail of their maternity leave in tranches
Performance rating strategy for securing rating of women professionals at the time of
maternity leave
Leave without pay for upto 4 months
Maternity cover option to find temporary replacement
for new mothers Counselling sessions for new mothers
Day care centres in New Delhi and Mumbai, called,
‘Colours of Joy’Sabbaticals for women employees
STANDARD CHARTERED
HSBC
Mother’s SpecialPolicies across banks extend from childcare to flexi work and maternity leave in tranches
All the banks mentioned here
have provision for maternity leave of
six months
ICICI BANK
Source: Anumeha Chaturvedi and Saumya Bhattacharya, Banks Lay Out Special Maternity Benefits in an Attempt to Retain Women Employees, ET Bureau Jun 18, 2013
terms of equal wages and opportunities for professional
growth and career advancement. Motherhood can be a
demanding and an exhausting responsibility, causing
women's effort and productivity on the job to reduce. Or
even if productivity does not fall, employer perceptions
that mothers might be less productive could form barriers
to women's careers.
Research suggests that creating an enabling work
environment helps to ease women's fertility and career
choices while also preventing them from dropping out of
the workforce or opting for junior level/less challenging
careers. Key among these enablers are maternity and
parental leave policies that provide job guarantees to
women who temporarily interrupt work for childcare, and
childcare arrangements that free parents from their
caregiver roles.
Study trends
• Of the companies studied, 44% disclosed information
relating to the provision of paid maternity leave to
their women employees. These companies belonged
to the IT, energy, financial services, food and
beverages, consulting, hospitality, metal products
and telecommunication sectors. Among these the IT,
energy, financial services, consulting, hospitality and
metal products reported the period of maternity leave
as ranging between 84 and 135 days. The remaining
did not provide information about the number of days
of maternity leave provided
• About 32% of the companies, who disclosed details of
maternity leave, also granted their women employee's
additional leave, over and above the stated maternity
leave. This included the provision of an additional 15
days to one month leave on medical grounds, or
extension of leave without pay for six months. These
companies were from the IT, financial services,
telecommunications and metal products sectors
• The maximum maternity leave was provided by PSUs in
the energy sector at 135 days
• About 26% of the above companies also provided
information pertaining to the percentage of women
who returned to work after availing maternity leave.
They reported a returning rate ranging between
80.06% and 93%. These were from the IT,
telecommunications and hospitality sectors
• About 18% of the companies disclosed details on the
provisions of paternity leave. The period of leave
ranged from three days to 15 days. These companies
were from IT, energy, telecommunications and food
and beverages sectors. The leave was available for
both childbirth as well as for adoption. One company
in the energy sector clearly stated that they did not
provide parental leave for male employees
• 10% of the companies studied provided adoption
leave to their employees. The period of leave ranged
from six days to 135 days, with the highest being in
PSUs in the energy sector
• 18% of the companies studied provided child care
support/services to their employees. These companies
were in the sectors of IT, energy, financial services,
consulting, food and beverages and metal products.
The support provided included:
- Referrals and tie ups for crèche/day care at -
discounted rates for employees
- Provision of nursing stations in office premises
- Provision of child care leave without pay
- Provision of annual child care leave with pay for
single parents
35
• 14% of the companies studied provided flexible work
options to their employees. These companies were in
the IT, financial services, consulting and metal
products sectors. The various flexi work options
provided included:
- Work-from-home option for employees with
children less than three years of age and for
dependent care
- Part time, flexi time and selective telecommuting
- Work options from satellite offices
- Leave or flexible work options when an
employee's child is taking the standard 10 and 12
exams
- Providing sabbaticals to employees for
community service or higher education
- Provision of transportation facilities, especially
for women employees. This was on account of
work shifts or due to health/pregnancy of the
woman
• In addition to this, 10% companies had special
innovative maternity/paternity benefits. These
companies belonged to the IT and consulting sectors.
Some of the programmes are as follows:
- Support programmes for expecting mothers/new
parents
- Support groups and experience sharing forums for
parents
- Cab services for women employees in their third
trimester
• 56% of the companies studied did not disclose
information pertaining to the maternity/ paternity
benefits offered to their employees in the public
domain. These companies also did not provide any
details of flexi work options, child care services
• 36% of companies that did not provide this
information belonged to the media and aviation
sectors. It is interesting to note that the aviation
sector did not provide information pertaining to
maternity/paternity benefits among its employees,
although it did provide guidelines on carriage of
pregnant female passengers
Paternity leave: a welcome, radical departure
In 1974, Sweden became the first country to replace
maternity leave with parental leave. In Sweden, parents
are entitled to 480 days of parental leave when a child is
born or adopted. This leave can be taken by the month,
week, day or even by the hour. Adopting parents are
also entitled to a total of 480 days between them from
the day the child comes under their care. A single parent
is entitled to the full 480 days.
In 2012, men took about 24 per cent of parental leave.
Companies have come to expect employees to take
leave irrespective of gender, and do not penalise fathers
at promotion time. The shift in fathers' roles is
perceived as playing a part in lower divorce rates and
increasing joint custody of children.
This is perhaps the most striking example of social
engineering, where a new definition of masculinity is
emerging.
Source: (I) http://sweden.se/society/gender-equality-in- sweden/
(ii) Katrin Bennhold , The Female Factor, Sweden's Men Can Have It All, The New York Times, June 9, 2010
These trends indicate that IT and financial services are the
most women-friendly employers in terms of providing
generous maternity/paternity entitlements, child care
packages and flexible work options. It must be noted that
most of the companies that were studied in the IT and
financial services sector were either multinational
companies (MNCs) or PSUs.
This could have a bearing on the type of policies the
companies offer to their employees. It was noticed that
MNCs, while adhering to the law of the land, generally tend
to follow global precedents within their companies.
As MNCs work in different time zones, flexible work
options, becomes a real possibility for their women
employees. The work-from-home options provide a two-
way solution -- flexibility for the woman employee while
she carries on with the 'business as usual' alongside this.
PSUs on the other hand, being State-run organisations,
bring the ethos of 'welfare' into their policies. They offer
generous maternity leave, lasting as long as 135 days.
The issue of paternity leave presents a different side to the
debate on gender equality. Patriarchal norms in India
repose women with the primary responsibility for child
10care .
There is need to 'ungender' the business of child care and
recognise the rights and responsibilities of fathers equally
with that of mothers. However, this concept, while popular
in the west, is still in a latent stage in India.
This mind set has understandably influenced policy
making also. While women's right to maternity benefits
was recognised as early as 1961 through the Maternity
Benefits Act, men's right to paternity benefits has taken
much longer to gain recognition and acceptance.
It is only in 1999 that the Central Government, by
notification under Central Civil Services (Leave) Rule 551
(A) made provisions for paternity leave for male Central
Government employees (including an apprentice and
probationer) with less than two surviving children for a
period of 15 days to take care of his wife and new born
child. However, there is still a long way to go.
While paternity leave is granted to government
employees, there is no law that makes paternity leave
mandatory for the private sector.
Stepping stones: helping transit to a new life
HCL, an IT& ITES company, and a signatory of the WEP,
has introduced 'Stepping Stone', a focussed life coach
programme for women who are new mothers and require
help to manage new expectations at work and home.
Women here also receive access to a number of
online resources on health, parenting, managing
stress and health. More than 900 women benefitted
by this programme during FY 2013.
Source: Rebalance, HCL Sustainability Report, 2013
10 Caroline Thorpe, Parental Leave: Men and Women at Work, Oct 15, 2012 (http://blogs.lse.ac.uk/gender/2012/10/15/parental-leave-men-and-women-at-work/)
36 37
• 14% of the companies studied provided flexible work
options to their employees. These companies were in
the IT, financial services, consulting and metal
products sectors. The various flexi work options
provided included:
- Work-from-home option for employees with
children less than three years of age and for
dependent care
- Part time, flexi time and selective telecommuting
- Work options from satellite offices
- Leave or flexible work options when an
employee's child is taking the standard 10 and 12
exams
- Providing sabbaticals to employees for
community service or higher education
- Provision of transportation facilities, especially
for women employees. This was on account of
work shifts or due to health/pregnancy of the
woman
• In addition to this, 10% companies had special
innovative maternity/paternity benefits. These
companies belonged to the IT and consulting sectors.
Some of the programmes are as follows:
- Support programmes for expecting mothers/new
parents
- Support groups and experience sharing forums for
parents
- Cab services for women employees in their third
trimester
• 56% of the companies studied did not disclose
information pertaining to the maternity/ paternity
benefits offered to their employees in the public
domain. These companies also did not provide any
details of flexi work options, child care services
• 36% of companies that did not provide this
information belonged to the media and aviation
sectors. It is interesting to note that the aviation
sector did not provide information pertaining to
maternity/paternity benefits among its employees,
although it did provide guidelines on carriage of
pregnant female passengers
Paternity leave: a welcome, radical departure
In 1974, Sweden became the first country to replace
maternity leave with parental leave. In Sweden, parents
are entitled to 480 days of parental leave when a child is
born or adopted. This leave can be taken by the month,
week, day or even by the hour. Adopting parents are
also entitled to a total of 480 days between them from
the day the child comes under their care. A single parent
is entitled to the full 480 days.
In 2012, men took about 24 per cent of parental leave.
Companies have come to expect employees to take
leave irrespective of gender, and do not penalise fathers
at promotion time. The shift in fathers' roles is
perceived as playing a part in lower divorce rates and
increasing joint custody of children.
This is perhaps the most striking example of social
engineering, where a new definition of masculinity is
emerging.
Source: (I) http://sweden.se/society/gender-equality-in- sweden/
(ii) Katrin Bennhold , The Female Factor, Sweden's Men Can Have It All, The New York Times, June 9, 2010
These trends indicate that IT and financial services are the
most women-friendly employers in terms of providing
generous maternity/paternity entitlements, child care
packages and flexible work options. It must be noted that
most of the companies that were studied in the IT and
financial services sector were either multinational
companies (MNCs) or PSUs.
This could have a bearing on the type of policies the
companies offer to their employees. It was noticed that
MNCs, while adhering to the law of the land, generally tend
to follow global precedents within their companies.
As MNCs work in different time zones, flexible work
options, becomes a real possibility for their women
employees. The work-from-home options provide a two-
way solution -- flexibility for the woman employee while
she carries on with the 'business as usual' alongside this.
PSUs on the other hand, being State-run organisations,
bring the ethos of 'welfare' into their policies. They offer
generous maternity leave, lasting as long as 135 days.
The issue of paternity leave presents a different side to the
debate on gender equality. Patriarchal norms in India
repose women with the primary responsibility for child
10care .
There is need to 'ungender' the business of child care and
recognise the rights and responsibilities of fathers equally
with that of mothers. However, this concept, while popular
in the west, is still in a latent stage in India.
This mind set has understandably influenced policy
making also. While women's right to maternity benefits
was recognised as early as 1961 through the Maternity
Benefits Act, men's right to paternity benefits has taken
much longer to gain recognition and acceptance.
It is only in 1999 that the Central Government, by
notification under Central Civil Services (Leave) Rule 551
(A) made provisions for paternity leave for male Central
Government employees (including an apprentice and
probationer) with less than two surviving children for a
period of 15 days to take care of his wife and new born
child. However, there is still a long way to go.
While paternity leave is granted to government
employees, there is no law that makes paternity leave
mandatory for the private sector.
Stepping stones: helping transit to a new life
HCL, an IT& ITES company, and a signatory of the WEP,
has introduced 'Stepping Stone', a focussed life coach
programme for women who are new mothers and require
help to manage new expectations at work and home.
Women here also receive access to a number of
online resources on health, parenting, managing
stress and health. More than 900 women benefitted
by this programme during FY 2013.
Source: Rebalance, HCL Sustainability Report, 2013
10 Caroline Thorpe, Parental Leave: Men and Women at Work, Oct 15, 2012 (http://blogs.lse.ac.uk/gender/2012/10/15/parental-leave-men-and-women-at-work/)
36 37
PRINCIPLE 3: ENSURE THE HEALTH, SAFETY AND
WELLBEING OF ALL WOMEN AND MEN WORKERS
Take into account differences of impacts on women and
men, provide safe working conditions and protection
from exposure to hazardous materials and disclose
potential risks, including to reproductive health
Establish a zero-tolerance policy towards all forms of
violence at work, including verbal and/or physical
abuse and prevent sexual harassment
Strive to offer health insurance or other needed
services including for survivors of domestic violence -
and ensure equal access for all employees
Respect women and men worker's rights to time off for
medical care and counselling for themselves and their
dependents
In consultation with employees, identify and address
security issues, including the safety of women
traveling to and from work on company-related
business
Train security staff and managers to recognise signs of
violence against women and understand laws and
company policies on human trafficking, labour and
sexual exploitation
Introduction
Principle 3 adopts a wide lens approach to women and men
workers and sifts through all the conditions that build
resilience and contribute towards their health and
wellbeing. This includes elements of occupational health,
protection from exposure to hazardous materials as well as
medical, counselling and insurance facilities. It also looks
at violence against women, both domestic and at the
workplace, as these issues detrimentally impact women's
health and wellbeing.
The scope of this chapter also covers policies and practices
of selected companies with regard to sexual harassment,
both preventive and corrective. The available data,
however, does not cover elements pertaining to domestic
violence, counselling, medical and insurance facilities. It
covers occupational health in a limited way but does not
really throw light on how these issues impact men and
women differently or how businesses address these
differences.
Sexual harassment at the workplace
Sexual harassment at the workplace is an unpleasant
reality that women professionals the world over have to
cope with. It is widespread and affects women in every
workplace setting and at every level of employment.
According to a study undertaken by Oxfam India, only 17%
working women in major Indian cities have admitted to
sexual harassment at the workplace. Approximately 88%
women in IT companies reveal they have faced some form
of sexual harassment on condition of anonymity. In
Bangalore, the software capital of India, over 700
complaints were filed with the Karnataka Labour
Department in 2012. However, all these complaints are in
the nature of anonymous emails, letters and complaints 11without full details of the cases .
Very few women who are harassed, complain or formally
report being harassed. There are many reasons behind this.
Their reluctance stems from: fear of losing their jobs, fear
of reprisal, fear of not being believed, fear of facing up to
social embarrassment and the fear that no action would be
taken against the perpetrators. Social norms tend to
penalise and lay the blame on women for such acts though
they are victims.
Sexual harassment has serious and negative consequences
for women's physical and emotional health. Women are
seen to suffer from anxiety, depression, sleep disturbance,
weight loss or gain, loss of appetite, and headaches in the
aftermath of harassment. Apart from creating stress for the
victims, sexual harassment has serious economic
repercussions with severe financial setbacks for victims.
Victims often try to avoid harassment by absenting
themselves frequently, applying for sick leave or leave
without pay from work. Some even quit or transfer to new
jobs, leading to a loss or reduction in wages. Employers
also suffer significant financial losses due to job turnovers
causing loss of talent, and fall in individual and team
Sexual Harassment of Women at Workplace
(Prevention, Prohibition and Redressal) Act, 2013
–introductory text
Sexual harassment results in violation of the
Fundamental Rights of a woman to equality under
Articles 14 and 15 of the Constitution of India and her
right to life and to live with dignity under Article 21 of
the Constitution and right to practice any profession or
to carry on any occupation, trade or business which
includes a right to a safe environment free from sexual
harassment …
The protection against sexual harassment and the right
to work with dignity are universally recognised human
rights by international conventions and instruments
such as Convention on the Elimination of all Forms of
Discrimination Against Women, which has been ratified
on the 25th June, 1993 by the Government of India.
Source: Wikipedia
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%IT Energy Fin. Media Aviation Consulting Telecom Hospitality F&B Metal Prod.
Sexual Harassment Policies & practices % having policy % having complaints committee
11Abhinav Bhatt, In India, Silence on Sexual Harassment? May 22, 2013, (www.ndtv.com)
38 39
PRINCIPLE 3: ENSURE THE HEALTH, SAFETY AND
WELLBEING OF ALL WOMEN AND MEN WORKERS
Take into account differences of impacts on women and
men, provide safe working conditions and protection
from exposure to hazardous materials and disclose
potential risks, including to reproductive health
Establish a zero-tolerance policy towards all forms of
violence at work, including verbal and/or physical
abuse and prevent sexual harassment
Strive to offer health insurance or other needed
services including for survivors of domestic violence -
and ensure equal access for all employees
Respect women and men worker's rights to time off for
medical care and counselling for themselves and their
dependents
In consultation with employees, identify and address
security issues, including the safety of women
traveling to and from work on company-related
business
Train security staff and managers to recognise signs of
violence against women and understand laws and
company policies on human trafficking, labour and
sexual exploitation
Introduction
Principle 3 adopts a wide lens approach to women and men
workers and sifts through all the conditions that build
resilience and contribute towards their health and
wellbeing. This includes elements of occupational health,
protection from exposure to hazardous materials as well as
medical, counselling and insurance facilities. It also looks
at violence against women, both domestic and at the
workplace, as these issues detrimentally impact women's
health and wellbeing.
The scope of this chapter also covers policies and practices
of selected companies with regard to sexual harassment,
both preventive and corrective. The available data,
however, does not cover elements pertaining to domestic
violence, counselling, medical and insurance facilities. It
covers occupational health in a limited way but does not
really throw light on how these issues impact men and
women differently or how businesses address these
differences.
Sexual harassment at the workplace
Sexual harassment at the workplace is an unpleasant
reality that women professionals the world over have to
cope with. It is widespread and affects women in every
workplace setting and at every level of employment.
According to a study undertaken by Oxfam India, only 17%
working women in major Indian cities have admitted to
sexual harassment at the workplace. Approximately 88%
women in IT companies reveal they have faced some form
of sexual harassment on condition of anonymity. In
Bangalore, the software capital of India, over 700
complaints were filed with the Karnataka Labour
Department in 2012. However, all these complaints are in
the nature of anonymous emails, letters and complaints 11without full details of the cases .
Very few women who are harassed, complain or formally
report being harassed. There are many reasons behind this.
Their reluctance stems from: fear of losing their jobs, fear
of reprisal, fear of not being believed, fear of facing up to
social embarrassment and the fear that no action would be
taken against the perpetrators. Social norms tend to
penalise and lay the blame on women for such acts though
they are victims.
Sexual harassment has serious and negative consequences
for women's physical and emotional health. Women are
seen to suffer from anxiety, depression, sleep disturbance,
weight loss or gain, loss of appetite, and headaches in the
aftermath of harassment. Apart from creating stress for the
victims, sexual harassment has serious economic
repercussions with severe financial setbacks for victims.
Victims often try to avoid harassment by absenting
themselves frequently, applying for sick leave or leave
without pay from work. Some even quit or transfer to new
jobs, leading to a loss or reduction in wages. Employers
also suffer significant financial losses due to job turnovers
causing loss of talent, and fall in individual and team
Sexual Harassment of Women at Workplace
(Prevention, Prohibition and Redressal) Act, 2013
–introductory text
Sexual harassment results in violation of the
Fundamental Rights of a woman to equality under
Articles 14 and 15 of the Constitution of India and her
right to life and to live with dignity under Article 21 of
the Constitution and right to practice any profession or
to carry on any occupation, trade or business which
includes a right to a safe environment free from sexual
harassment …
The protection against sexual harassment and the right
to work with dignity are universally recognised human
rights by international conventions and instruments
such as Convention on the Elimination of all Forms of
Discrimination Against Women, which has been ratified
on the 25th June, 1993 by the Government of India.
Source: Wikipedia
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%IT Energy Fin. Media Aviation Consulting Telecom Hospitality F&B Metal Prod.
Sexual Harassment Policies & practices % having policy % having complaints committee
11Abhinav Bhatt, In India, Silence on Sexual Harassment? May 22, 2013, (www.ndtv.com)
38 39
12productivity . Hence, having mechanisms, both
preventive and corrective, in place to safeguard women
professionals from sexual harassment, is a matter of right
as well as essential from a business point of view.
Study trends
• Across the 10 sectors, only 44.1% reported having
specific policies to address issue of sexual harassment
at the workplace. Among 12% of the companies,
sexual harassment at workplace was included as part
of the company's Code of Conduct for all employees
• 40.1% of companies studied reported having a
complaints committee to address the issue of sexual
harassment in the workplace
• The highest number of companies that reported
having sexual harassment policy in place were in the
financial services (86%), IT and food and beverages
(80%), followed by energy (75%)
• The highest number of companies having a complaints
committee were in the financial services (86%),
energy (75%) and IT and metal products (60%
respectively). None of the companies in the media and
aviation sectors reported having any policies or
complaints committee to address sexual harassment
in the workplace
• Only 36.6% of the companies studied reported having
outside representation on their complaints
committees. These companies belonged to IT, energy,
financial services, consulting and metal products.
Among these, 60% of IT companies reported having
other stakeholders on their complaints committees;
these 'outsiders' were mostly NGO representatives
• Only 15.6% of companies provided information on the
number cases of sexual harassment reported. These
belonged to the IT, energy, financial services,
telecommunications, and food and beverages. Of the
companies that disclosed the number of reported
sexual harassment cases, only 37.5% disclosed details
of the number of cases resolved. The rest did not
provide information on how many of the reported
cases were resolved
From this it is clear that companies in IT, energy, and
financial services have been transparent about having
policies and procedures to address sexual harassment in
the workplace. Conversely, the media and aviation sectors
have not disclosed any information in this regard. This is a
matter of serious concern. The media sector has been
under critical scrutiny on account of several cases of
alleged sexual harassment of junior female employees by
senior male employees. There is also an ethical issue at
20% Metal Prod.
20% Consulting
17% Financial services
50% Energy
60% IT
% having NGO rap
12Sexual Harassment in the Workplace, National Women's Law Center (www.nwlc.org), July 31, 2000
stake here. As the fourth estate which upholds the citizens'
right to information, there is need for greater transparency
on the part of media houses regarding its policies and
practices with reference to women's empowerment.
The aviation sector in India, on the other hand, has a large
presence of women in their workforce – particularly women
at the front end, in the form of flight attendants and
ground staff. Their jobs involve public interfaces. The risk
of these women facing sexual harassment from passengers
or other male employees is high. On account of the lack of
information, there is no way to gauge the extent of the
problem, or assess the preventive and corrective measures
taken by companies, or extend avenues for collaboration if
required.
The second issue pertains to the effectiveness of policy
implementation. For example, 80% companies in the food
and beverages sector report having a policy to address
sexual harassment, while only 40% report having a
complaints committee in place. Additionally, if one
examines the data regarding the number of cases reported
and the number of cases resolved, a disappointing picture
emerges.
It is important that companies disclose information
regarding both -- the reporting of harassment as well as
the resolution of complaints. This will boost confidence
among women facing harassment to come forward and
report it. The possibility of being exposed could act as a
deterrent to potential harassers.
But more importantly, it will provide companies with data
and a facilitating compass to assess the extent of the
problem and pave way to take preventive and corrective
action. In the long run, this could help reduce female
attrition in the workforce and enable retention of talent.
Lastly, there is the issue of the composition of existing
complaints committees. As has been mentioned, only
36.6% companies reported having outside representation
on them. The Vishakha Guidelines state that internal
complaints committees should involve a third party, either
an NGO or any other body familiar with the issue of sexual
harassment in order to prevent the possibility of any undue
pressure or influence from senior levels. Although the NGO
presence in the corporate ranks in this manner would be
low, it does present an opportunity for civil society to
reach out, collaborate with businesses, influence them
positively in mainstreaming anti-sexual harassment
policies and processes, and make them more effective and
gender sensitive.
Safety and security measures
Having women as an integral part of the workforce, raises a
40 41
12productivity . Hence, having mechanisms, both
preventive and corrective, in place to safeguard women
professionals from sexual harassment, is a matter of right
as well as essential from a business point of view.
Study trends
• Across the 10 sectors, only 44.1% reported having
specific policies to address issue of sexual harassment
at the workplace. Among 12% of the companies,
sexual harassment at workplace was included as part
of the company's Code of Conduct for all employees
• 40.1% of companies studied reported having a
complaints committee to address the issue of sexual
harassment in the workplace
• The highest number of companies that reported
having sexual harassment policy in place were in the
financial services (86%), IT and food and beverages
(80%), followed by energy (75%)
• The highest number of companies having a complaints
committee were in the financial services (86%),
energy (75%) and IT and metal products (60%
respectively). None of the companies in the media and
aviation sectors reported having any policies or
complaints committee to address sexual harassment
in the workplace
• Only 36.6% of the companies studied reported having
outside representation on their complaints
committees. These companies belonged to IT, energy,
financial services, consulting and metal products.
Among these, 60% of IT companies reported having
other stakeholders on their complaints committees;
these 'outsiders' were mostly NGO representatives
• Only 15.6% of companies provided information on the
number cases of sexual harassment reported. These
belonged to the IT, energy, financial services,
telecommunications, and food and beverages. Of the
companies that disclosed the number of reported
sexual harassment cases, only 37.5% disclosed details
of the number of cases resolved. The rest did not
provide information on how many of the reported
cases were resolved
From this it is clear that companies in IT, energy, and
financial services have been transparent about having
policies and procedures to address sexual harassment in
the workplace. Conversely, the media and aviation sectors
have not disclosed any information in this regard. This is a
matter of serious concern. The media sector has been
under critical scrutiny on account of several cases of
alleged sexual harassment of junior female employees by
senior male employees. There is also an ethical issue at
20% Metal Prod.
20% Consulting
17% Financial services
50% Energy
60% IT
% having NGO rap
12Sexual Harassment in the Workplace, National Women's Law Center (www.nwlc.org), July 31, 2000
stake here. As the fourth estate which upholds the citizens'
right to information, there is need for greater transparency
on the part of media houses regarding its policies and
practices with reference to women's empowerment.
The aviation sector in India, on the other hand, has a large
presence of women in their workforce – particularly women
at the front end, in the form of flight attendants and
ground staff. Their jobs involve public interfaces. The risk
of these women facing sexual harassment from passengers
or other male employees is high. On account of the lack of
information, there is no way to gauge the extent of the
problem, or assess the preventive and corrective measures
taken by companies, or extend avenues for collaboration if
required.
The second issue pertains to the effectiveness of policy
implementation. For example, 80% companies in the food
and beverages sector report having a policy to address
sexual harassment, while only 40% report having a
complaints committee in place. Additionally, if one
examines the data regarding the number of cases reported
and the number of cases resolved, a disappointing picture
emerges.
It is important that companies disclose information
regarding both -- the reporting of harassment as well as
the resolution of complaints. This will boost confidence
among women facing harassment to come forward and
report it. The possibility of being exposed could act as a
deterrent to potential harassers.
But more importantly, it will provide companies with data
and a facilitating compass to assess the extent of the
problem and pave way to take preventive and corrective
action. In the long run, this could help reduce female
attrition in the workforce and enable retention of talent.
Lastly, there is the issue of the composition of existing
complaints committees. As has been mentioned, only
36.6% companies reported having outside representation
on them. The Vishakha Guidelines state that internal
complaints committees should involve a third party, either
an NGO or any other body familiar with the issue of sexual
harassment in order to prevent the possibility of any undue
pressure or influence from senior levels. Although the NGO
presence in the corporate ranks in this manner would be
low, it does present an opportunity for civil society to
reach out, collaborate with businesses, influence them
positively in mainstreaming anti-sexual harassment
policies and processes, and make them more effective and
gender sensitive.
Safety and security measures
Having women as an integral part of the workforce, raises a
40 41
host of issues around work-related risks. These vary from
exposure to hazardous substances, the impact of
biological agents on reproductive health, the physical
demands of heavy work, and the length of a working day 13and hours of work .
In sectors like IT, media and aviation, women are required
to travel and work in shifts which exposes them to risks of
abuse and assault. In recent memory is the gang rape of a
photo-journalist who had gone with her male colleague on 14an assignment on August 22, 2013 .
As the demand for increased workforce participation
gathers momentum, urgent attention must be paid to
Saying yes to safety!
Yes Bank has set up a 24x7 helpline for all its employees
which provides users several response options in an
unsafe or emergency scenario. The Helpline is offered
through the bank's Contact Center. An employee in
distress can either send an SMS or make a call to a
secure toll free number that will alert call center
officers within the bank and the emergency contacts
provided by the employee
Source: Catalyzing a Shared Sustainable Future, Yes Bank Sustainability Report 2012-13
14 Wikipedia
In defense of self
The Taj Falaknuma Palace, Hyderabad, conducted a self-
defense class for its female associates in order to equip
them with basic skills in self-security. They received
training in simple ways of counter attack using the least
amount of force. The focus was to teach them specific
techniques using joint manipulation to defend
themselves. Emphasis was on improving their reflexes.
They were taught a number of vital strikes - like the
elbow to the face - which could be very helpful in close
quarter defense situation. The trainees were also taught
how to counter numerous forms of holds, grabs, hair
pull, knife strike and various other forms of attacks.
Source: (I) Beyond the Numbers, Indian Hotel Company Ltd,
Communication on Progress (to UNGC), 2011-12(ii) www.jukaado.com
collaboration with Central Industrial Security
Force and police by way of Joint Task Force
- Home pick and drops are provided for women
employees working night shifts as stipulated by
the Shops and Establishment Act
- Self-defense trainings are organised for women
employees, security guards and housekeeping
staff
• The same companies in the IT sector also undertook
health and wellness training for their women
employees through sessions organised on topics such
as breast and cervical cancer and domestic violence
• 33% companies in the energy sector – all PSUs –
reported providing safety training for their women
employees. However, no details about the training
were available
• 40% of companies studied in the financial services
sector reported setting up of an emergency helpline to
assist employees and their families in distress. The
support provided included setting up a 24-hour help
desk which provides users several response options in
an unsafe or emergency scenario. An employee in
distress can either send an SMS or make a call to a
secure toll free number that will alert call centre
• 20% of companies in the hospitality sector reported
undertaking self-defense training for their female
employees. However, this was not a company-wide
initiative and limited to one of the hotels in the vast
chain
• All other sectors, with the exception of media,
aviation and consulting, undertook initiatives for
their employees from a point of view occupational
health and safety
Trends reveal that IT and financial services sectors have
forged ahead in installing mechanisms to address physical
safety of their women employees. The media sector still
trails behind. They did not disclose anything that could
inform the study – with the exception of one case where a
leading English daily undertook a women's safety
campaign using the daily as a platform. However, this
initiative was a generalised one. Work in the media
industry is strenuous with long, erratic working hours.
Scribes need to be available at short notice to cover scoops
and important news stories. Such a situation poses risks to
women employees and unless measures are in place to
safeguard them, it would only serve to heighten their
vulnerability.
Aviation, again does not provide adequate information
that could throw light on the safety and security measures
in place for women employees. Earlier, too, we have
highlighted how this sector has come under criticism on
account of its discriminatory treatment of its women
employees.
It could have easily demonstrated greater transparency
and cooperation in this area which would have gone far to
enhance its public image while also providing scope for
other stakeholders, particularly civil society, to
collaborate with them.
Another issue that emerged is that of occupational safety
and health. According to an ILO publication,
“occupational safety and health (OSH) hazards affecting
women workers have been traditionally under-estimated
because OSH standards and exposure limits to hazardous
substances are based on male populations and laboratory
tests”.
issues of their safety and security in order to preserve their
freedom, equity, security and human dignity.
Study trends
• 60% of IT companies reviewed had initiatives in place
to promote safety and security of their women
employees. It must be noted that following some
incidents of assault on women employees in IT
companies, NASSCOM, the association of IT
companies in India, issued safety guidelines to its
member companies. Some of the initiatives taken up
by the companies studied include:
- Strong security arrangements in the office
through use of trained security guards, close
circuit television (CCTV) surveillance etc. With
due permissions companies are willing to
share the footage with the police if required
- Joint patrolling of commuting areas in
42 43
13Providing Safe and Healthy Workplaces for Both Women and Men, ILO
(http://www.ilo.org/wcmsp5/groups/public/@dgreports/@gender/documents/publication/wcms_105060.pdf)
host of issues around work-related risks. These vary from
exposure to hazardous substances, the impact of
biological agents on reproductive health, the physical
demands of heavy work, and the length of a working day 13and hours of work .
In sectors like IT, media and aviation, women are required
to travel and work in shifts which exposes them to risks of
abuse and assault. In recent memory is the gang rape of a
photo-journalist who had gone with her male colleague on 14an assignment on August 22, 2013 .
As the demand for increased workforce participation
gathers momentum, urgent attention must be paid to
Saying yes to safety!
Yes Bank has set up a 24x7 helpline for all its employees
which provides users several response options in an
unsafe or emergency scenario. The Helpline is offered
through the bank's Contact Center. An employee in
distress can either send an SMS or make a call to a
secure toll free number that will alert call center
officers within the bank and the emergency contacts
provided by the employee
Source: Catalyzing a Shared Sustainable Future, Yes Bank Sustainability Report 2012-13
14 Wikipedia
In defense of self
The Taj Falaknuma Palace, Hyderabad, conducted a self-
defense class for its female associates in order to equip
them with basic skills in self-security. They received
training in simple ways of counter attack using the least
amount of force. The focus was to teach them specific
techniques using joint manipulation to defend
themselves. Emphasis was on improving their reflexes.
They were taught a number of vital strikes - like the
elbow to the face - which could be very helpful in close
quarter defense situation. The trainees were also taught
how to counter numerous forms of holds, grabs, hair
pull, knife strike and various other forms of attacks.
Source: (I) Beyond the Numbers, Indian Hotel Company Ltd,
Communication on Progress (to UNGC), 2011-12(ii) www.jukaado.com
collaboration with Central Industrial Security
Force and police by way of Joint Task Force
- Home pick and drops are provided for women
employees working night shifts as stipulated by
the Shops and Establishment Act
- Self-defense trainings are organised for women
employees, security guards and housekeeping
staff
• The same companies in the IT sector also undertook
health and wellness training for their women
employees through sessions organised on topics such
as breast and cervical cancer and domestic violence
• 33% companies in the energy sector – all PSUs –
reported providing safety training for their women
employees. However, no details about the training
were available
• 40% of companies studied in the financial services
sector reported setting up of an emergency helpline to
assist employees and their families in distress. The
support provided included setting up a 24-hour help
desk which provides users several response options in
an unsafe or emergency scenario. An employee in
distress can either send an SMS or make a call to a
secure toll free number that will alert call centre
• 20% of companies in the hospitality sector reported
undertaking self-defense training for their female
employees. However, this was not a company-wide
initiative and limited to one of the hotels in the vast
chain
• All other sectors, with the exception of media,
aviation and consulting, undertook initiatives for
their employees from a point of view occupational
health and safety
Trends reveal that IT and financial services sectors have
forged ahead in installing mechanisms to address physical
safety of their women employees. The media sector still
trails behind. They did not disclose anything that could
inform the study – with the exception of one case where a
leading English daily undertook a women's safety
campaign using the daily as a platform. However, this
initiative was a generalised one. Work in the media
industry is strenuous with long, erratic working hours.
Scribes need to be available at short notice to cover scoops
and important news stories. Such a situation poses risks to
women employees and unless measures are in place to
safeguard them, it would only serve to heighten their
vulnerability.
Aviation, again does not provide adequate information
that could throw light on the safety and security measures
in place for women employees. Earlier, too, we have
highlighted how this sector has come under criticism on
account of its discriminatory treatment of its women
employees.
It could have easily demonstrated greater transparency
and cooperation in this area which would have gone far to
enhance its public image while also providing scope for
other stakeholders, particularly civil society, to
collaborate with them.
Another issue that emerged is that of occupational safety
and health. According to an ILO publication,
“occupational safety and health (OSH) hazards affecting
women workers have been traditionally under-estimated
because OSH standards and exposure limits to hazardous
substances are based on male populations and laboratory
tests”.
issues of their safety and security in order to preserve their
freedom, equity, security and human dignity.
Study trends
• 60% of IT companies reviewed had initiatives in place
to promote safety and security of their women
employees. It must be noted that following some
incidents of assault on women employees in IT
companies, NASSCOM, the association of IT
companies in India, issued safety guidelines to its
member companies. Some of the initiatives taken up
by the companies studied include:
- Strong security arrangements in the office
through use of trained security guards, close
circuit television (CCTV) surveillance etc. With
due permissions companies are willing to
share the footage with the police if required
- Joint patrolling of commuting areas in
42 43
13Providing Safe and Healthy Workplaces for Both Women and Men, ILO
(http://www.ilo.org/wcmsp5/groups/public/@dgreports/@gender/documents/publication/wcms_105060.pdf)
The Old Boys' Club
Entails establishing business relationships on high-
priced golf courses, at exclusive country clubs, in the
executive sky-boxes at sporting events - arenas from
which women are traditionally excluded and thus are
not privy to the truly 'serious' business transactions or
conversations.
Source: Ilene H. Lang, Co-Opt the Old Boys' Club: Make It Work for Women, Harvard Business Review, November, 2011
Corporates mostly do not take into account the different
OSH requirements that women may have, particularly from
the point of view of reproductive health. Our study shows
that most companies are oblivious to such imminent
health threats for women and have no measures in place.
PRINCIPLE 4: PROMOTE EDUCATION, TRAINING AND
PROFESSIONAL DEVELOPMENT FOR WOMEN
Invest in workplace policies and programmes that open
avenues for advancement of women at all levels and
across all business areas, and encourage women to
enter non-traditional job fields
Ensure equal access to all company-supported
education and training programmes, including literacy
classes, vocational and information technology
training
Provide equal opportunities for formal and informal
networking and mentoring
Offer opportunities to promote the business case for
women's empowerment and the positive impact of
inclusion for men as well as women
Introduction
Principle 4 investigates ways for businesses to promote
defined improvements and professional development of
their women employees. The outcomes of these actions
could, on the one hand, widen the talent pool immensely
and simultaneously equip women with skills and
competencies to move forward within the organisation.
And, if these measures that involve radical rethinking are
carried forward on a sustained basis they can aid
companies achieve the goal of gender equality. Our
systematic analysis in this area has made it possible for us
to effectively capture trends in areas such as networking
and mentoring programmes for women, leadership
development, and entry of women into non-traditional
areas of work.
Exclusive networks for women
'The Women of Wipro (WOW) programme' is a strategic
business enabler for Wipro, a leading IT company. The
WOW speaker series enables women employees of Wipro
to network with senior women leaders from client
organisations. 'Mentoring for Success' is another
programme for high-potential women in middle
management. In FY 2012-13, 100 high potential women
from middle management participated in mentoring
conversations, with mentors occupying General
Manager and Vice President roles.
Source: Through the Looking Glass of History – Wipro Sustainability Report 2011-12
Training and professional development
promotes gender equality
Attrition rates of women is seen to sharply increase as they
rise from junior to middle levels of the organisation. This
happens mainly due to the fact that their careers conflict
with their traditional roles as mothers and care givers. It
has long been established that enabling work
environments that take these realities into account show
marked improvements in retaining women in the
workforce.
In addition to this, there is a compelling need for
companies to invest in training and professional
development programmes that are customised to meet the
unique requirements of the women in their workforce. This
needs to be embedded into their business strategy.
Some key strategies that businesses use to develop their
talent pool are:
Networking
Networking is about making connections and building
enduring, mutually beneficial relationships. The benefits
of networking are many. It helps one learn about the
dynamics of the industry one is associated with, establish
business contacts, get connected with one's community,
seek new career opportunities, accelerate professional
development and develop knowledge resources.
By its very process, networking calls for investment of time
and energy. This may prove to be a challenge for women,
especially those who are juggling a career with home and
children. Unlike men, they may not be able to take
advantage of networking opportunities that go beyond
regular work hours.
Networking sometimes becomes an instrument of gender
discrimination when the 'old boys club' mentality kicks in.
In such cases, having specially designed and customised
programmes to promote networking for women
professionals can be beneficial.
Mentoring
Mentoring is a process through which an individual offers
professional expertise as well as support to a less
experienced colleague. A mentor serves as a teacher,
counsellor, and advocate to a protégée. Mentoring results
in a mutually beneficial professional relationship over
time. The intent of mentoring is not to strengthen weak
performance, but rather to shape a career that shows
promise.
‘Infosys Women in Leadership'
Infosys, one of the leading IT companies in India, has
customised an exclusive leadership programme for
women managers at mid to senior level. Named 'Infosys
Women in Leadership', it directs Infosys's efforts
towards Diversity and Inclusion (D&I) by creating and
strengthening a pipeline of women leaders. The
programme comprises interactive learning
methodologies covering key leadership topics such as
adaptive leadership, delegation, negotiation skills,
emotional intelligence, work-life balance and topics of
relevance to professional women. This is essentially a
residential programme that aims to help participants
build on their strengths and networks of influence so as
to capitalise on leadership opportunities.
Source: Personal communication with company managers
44 45
The Old Boys' Club
Entails establishing business relationships on high-
priced golf courses, at exclusive country clubs, in the
executive sky-boxes at sporting events - arenas from
which women are traditionally excluded and thus are
not privy to the truly 'serious' business transactions or
conversations.
Source: Ilene H. Lang, Co-Opt the Old Boys' Club: Make It Work for Women, Harvard Business Review, November, 2011
Corporates mostly do not take into account the different
OSH requirements that women may have, particularly from
the point of view of reproductive health. Our study shows
that most companies are oblivious to such imminent
health threats for women and have no measures in place.
PRINCIPLE 4: PROMOTE EDUCATION, TRAINING AND
PROFESSIONAL DEVELOPMENT FOR WOMEN
Invest in workplace policies and programmes that open
avenues for advancement of women at all levels and
across all business areas, and encourage women to
enter non-traditional job fields
Ensure equal access to all company-supported
education and training programmes, including literacy
classes, vocational and information technology
training
Provide equal opportunities for formal and informal
networking and mentoring
Offer opportunities to promote the business case for
women's empowerment and the positive impact of
inclusion for men as well as women
Introduction
Principle 4 investigates ways for businesses to promote
defined improvements and professional development of
their women employees. The outcomes of these actions
could, on the one hand, widen the talent pool immensely
and simultaneously equip women with skills and
competencies to move forward within the organisation.
And, if these measures that involve radical rethinking are
carried forward on a sustained basis they can aid
companies achieve the goal of gender equality. Our
systematic analysis in this area has made it possible for us
to effectively capture trends in areas such as networking
and mentoring programmes for women, leadership
development, and entry of women into non-traditional
areas of work.
Exclusive networks for women
'The Women of Wipro (WOW) programme' is a strategic
business enabler for Wipro, a leading IT company. The
WOW speaker series enables women employees of Wipro
to network with senior women leaders from client
organisations. 'Mentoring for Success' is another
programme for high-potential women in middle
management. In FY 2012-13, 100 high potential women
from middle management participated in mentoring
conversations, with mentors occupying General
Manager and Vice President roles.
Source: Through the Looking Glass of History – Wipro Sustainability Report 2011-12
Training and professional development
promotes gender equality
Attrition rates of women is seen to sharply increase as they
rise from junior to middle levels of the organisation. This
happens mainly due to the fact that their careers conflict
with their traditional roles as mothers and care givers. It
has long been established that enabling work
environments that take these realities into account show
marked improvements in retaining women in the
workforce.
In addition to this, there is a compelling need for
companies to invest in training and professional
development programmes that are customised to meet the
unique requirements of the women in their workforce. This
needs to be embedded into their business strategy.
Some key strategies that businesses use to develop their
talent pool are:
Networking
Networking is about making connections and building
enduring, mutually beneficial relationships. The benefits
of networking are many. It helps one learn about the
dynamics of the industry one is associated with, establish
business contacts, get connected with one's community,
seek new career opportunities, accelerate professional
development and develop knowledge resources.
By its very process, networking calls for investment of time
and energy. This may prove to be a challenge for women,
especially those who are juggling a career with home and
children. Unlike men, they may not be able to take
advantage of networking opportunities that go beyond
regular work hours.
Networking sometimes becomes an instrument of gender
discrimination when the 'old boys club' mentality kicks in.
In such cases, having specially designed and customised
programmes to promote networking for women
professionals can be beneficial.
Mentoring
Mentoring is a process through which an individual offers
professional expertise as well as support to a less
experienced colleague. A mentor serves as a teacher,
counsellor, and advocate to a protégée. Mentoring results
in a mutually beneficial professional relationship over
time. The intent of mentoring is not to strengthen weak
performance, but rather to shape a career that shows
promise.
‘Infosys Women in Leadership'
Infosys, one of the leading IT companies in India, has
customised an exclusive leadership programme for
women managers at mid to senior level. Named 'Infosys
Women in Leadership', it directs Infosys's efforts
towards Diversity and Inclusion (D&I) by creating and
strengthening a pipeline of women leaders. The
programme comprises interactive learning
methodologies covering key leadership topics such as
adaptive leadership, delegation, negotiation skills,
emotional intelligence, work-life balance and topics of
relevance to professional women. This is essentially a
residential programme that aims to help participants
build on their strengths and networks of influence so as
to capitalise on leadership opportunities.
Source: Personal communication with company managers
44 45
promoting their best employees. Research shows that
mentoring leads to higher job satisfaction, career
advancement, work success, and future compensation.
Employees who are mentored are less likely to leave the
organisation. Mentoring also plays a powerful role in
helping young employees understand and assimilate
organisational culture, accelerate their integration into 15the organisation and enhance their effectiveness .
Leadership development
Representation in key decision-making positions is an
important indicator of women's empowerment – of having
access to spaces they are traditionally denied access to.
The case for business investment in leadership
development of women is strengthened by the fact that it
can enhance corporate performance and positively impact
the bottom line. A study undertaken by Catalyst in 2004, in
the United States, found that, among the companies
studied, those with the highest representation of women
in their top management teams experienced better
financial results than those that had low representation of
women in their top management teams. This clearly
demonstrates that businesses that invest in professional
development of women stand to profit.
Skill upgradation
Most businesses purposively undertake skill upgradation
trainings for their workforce to keep pace with
changes/advancements in their business processes and
technology and to maintain their competitiveness. These
trainings also provide employees with the scope to grow
and develop within the business, thereby making it a
pertinent issue to be examined within the context of
women's empowerment.
On account of limited representation of women at the
higher echelons in companies, women lack ready access to
role models and mentors, and tend to be excluded from
informal networks that are critical to career advancement.
The impact of this can range from reduced effectiveness,
work dissatisfaction, and missed organisational talent.
Thus, mentoring can play an effective role in shaping and
growing the careers of talented women within the
organisation.
Adopting mentoring as a strategy to enhance professional
growth and career development for women also makes
good business sense. The demand for competent
professionals is on the rise. Companies need to attract,
retain and nurture their talent pool. Mentoring can shape a
company's ability to remain competitive by retaining and
Bold departures
In a bold departure, Jindal Stainless Limited, a WEP
signatory, is employing women at the shop floor, to
manage operations in the area of the blast furnaces and
in steel manufacturing processes, post signing the WEP
Statement of Support document. From a near zero
figure, the company has reached a three digit number in
enrolling women at the shop floor.
Diversity among contractual workers has also increased
and now the number of women contractual employees
has also increased significantly.
hrough the Looking Glass of History – Wipro
Bold departures
In a bold departure, Jindal Stainless Limited, a WEP
signatory, is employing women at the shop floor, to
manage operations in the area of the blast furnaces and
in steel manufacturing processes, post signing the WEP
Statement of Support document. From a near zero
figure, the company has reached a three digit number in
enrolling women at the shop floor.
Diversity among contractual workers has also increased
and now the number of women contractual employees
has also increased significantly.
Source: Jindal Stainless Ltd
Two aspects merit attention. The first is fundamental –
that women should have equal access to opportunities for
skill upgradation as their male counterparts.
The second issue is a little more nuanced. According to the
Global Employment Trends 2013 report of the ILO, women
in India tend to be gravitate toward certain industries and
occupations: agriculture, sales, elementary services and
handicrafts.
Women also tend to fill 'soft positions' such as those in
human resources, finance and women with low educational
qualifications move towards housekeeping. Thus,
empowerment also means that women should have
opportunities to access and fulfil roles from which they
have been traditionally excluded. For this, skill
upgradation plays an important part.
Study trends
• It is extremely heartening to note that all the
companies studied in the IT and consulting sectors
have provided professional development
opportunities for their women employees. These have
focused primarily on leadership development and
creating forums for women to network, and
mentorship programmes. Consulting companies have
also extended skill upgradation trainings for their
women employees. It must be mentioned that
information pertaining to the consulting sector is
global in nature and not specific to India
• 33% of companies studied in the energy sector
provided networking opportunities for their women
employees. These companies were all PSUs.
Networking was encouraged using existing national
100%
33%
20%
20%
Skill Upgradation Training
Consulting
F&B
Energy
Metal Prod.
100%
100%
25%
17%
17%
Leadership Training
IT
Consulting
Telecom
Energy
Financials Services
15 NCWIT Mentoring-in-a-Box: Technical Women at Work, Mentoring Basics - A Mentor's Guide to Success
46 47
promoting their best employees. Research shows that
mentoring leads to higher job satisfaction, career
advancement, work success, and future compensation.
Employees who are mentored are less likely to leave the
organisation. Mentoring also plays a powerful role in
helping young employees understand and assimilate
organisational culture, accelerate their integration into 15the organisation and enhance their effectiveness .
Leadership development
Representation in key decision-making positions is an
important indicator of women's empowerment – of having
access to spaces they are traditionally denied access to.
The case for business investment in leadership
development of women is strengthened by the fact that it
can enhance corporate performance and positively impact
the bottom line. A study undertaken by Catalyst in 2004, in
the United States, found that, among the companies
studied, those with the highest representation of women
in their top management teams experienced better
financial results than those that had low representation of
women in their top management teams. This clearly
demonstrates that businesses that invest in professional
development of women stand to profit.
Skill upgradation
Most businesses purposively undertake skill upgradation
trainings for their workforce to keep pace with
changes/advancements in their business processes and
technology and to maintain their competitiveness. These
trainings also provide employees with the scope to grow
and develop within the business, thereby making it a
pertinent issue to be examined within the context of
women's empowerment.
On account of limited representation of women at the
higher echelons in companies, women lack ready access to
role models and mentors, and tend to be excluded from
informal networks that are critical to career advancement.
The impact of this can range from reduced effectiveness,
work dissatisfaction, and missed organisational talent.
Thus, mentoring can play an effective role in shaping and
growing the careers of talented women within the
organisation.
Adopting mentoring as a strategy to enhance professional
growth and career development for women also makes
good business sense. The demand for competent
professionals is on the rise. Companies need to attract,
retain and nurture their talent pool. Mentoring can shape a
company's ability to remain competitive by retaining and
Bold departures
In a bold departure, Jindal Stainless Limited, a WEP
signatory, is employing women at the shop floor, to
manage operations in the area of the blast furnaces and
in steel manufacturing processes, post signing the WEP
Statement of Support document. From a near zero
figure, the company has reached a three digit number in
enrolling women at the shop floor.
Diversity among contractual workers has also increased
and now the number of women contractual employees
has also increased significantly.
hrough the Looking Glass of History – Wipro
Bold departures
In a bold departure, Jindal Stainless Limited, a WEP
signatory, is employing women at the shop floor, to
manage operations in the area of the blast furnaces and
in steel manufacturing processes, post signing the WEP
Statement of Support document. From a near zero
figure, the company has reached a three digit number in
enrolling women at the shop floor.
Diversity among contractual workers has also increased
and now the number of women contractual employees
has also increased significantly.
Source: Jindal Stainless Ltd
Two aspects merit attention. The first is fundamental –
that women should have equal access to opportunities for
skill upgradation as their male counterparts.
The second issue is a little more nuanced. According to the
Global Employment Trends 2013 report of the ILO, women
in India tend to be gravitate toward certain industries and
occupations: agriculture, sales, elementary services and
handicrafts.
Women also tend to fill 'soft positions' such as those in
human resources, finance and women with low educational
qualifications move towards housekeeping. Thus,
empowerment also means that women should have
opportunities to access and fulfil roles from which they
have been traditionally excluded. For this, skill
upgradation plays an important part.
Study trends
• It is extremely heartening to note that all the
companies studied in the IT and consulting sectors
have provided professional development
opportunities for their women employees. These have
focused primarily on leadership development and
creating forums for women to network, and
mentorship programmes. Consulting companies have
also extended skill upgradation trainings for their
women employees. It must be mentioned that
information pertaining to the consulting sector is
global in nature and not specific to India
• 33% of companies studied in the energy sector
provided networking opportunities for their women
employees. These companies were all PSUs.
Networking was encouraged using existing national
100%
33%
20%
20%
Skill Upgradation Training
Consulting
F&B
Energy
Metal Prod.
100%
100%
25%
17%
17%
Leadership Training
IT
Consulting
Telecom
Energy
Financials Services
15 NCWIT Mentoring-in-a-Box: Technical Women at Work, Mentoring Basics - A Mentor's Guide to Success
46 47
companies were designed in collaboration with
academic institutions like the International School of
Business, Hyderabad
• 20% of companies in the food and beverages and
metal products sectors provided skill upgradation
training for women in their workforce. One innovative
training programme, conducted by a metal products
company, aimed to equip office girls willing to
operate heavy equipment like tractors and
locomotives
• In most other cases, although the companies reported
to having taken up leadership and skill upgradation
trainings, these trainings were found to be generic in
nature and no gender disaggregated information
could be obtained
• The business associations studied also provide
professional development programmes for women.
Associations like CII and ASSOCHAM have set up
separate entities to foster networking opportunities
for women. Some, like the Board of Control for Cricket
in India (BCCI), also provide skill building and
mentoring programmes for MSME in IT sector
and regional forums like 'Women in Public Sector' and
'Women in Leadership Roles'
• 25% of companies in the hospitality sector undertook
professional development and career advancement
programmes for women. These include:
- Setting up partnership between companies and
global non-profits to train and mentor women in
emerging economies to enhance leadership skills
and economic opportunity
- Initiating a 'Women's Leadership Development
Initiative' which has enabled a steady increase in
women at all levels of the company
- Working with Women Corporate Directors (WCD),
by hosting Boot Camps to train executive-level
- Women for participation on corporate Boards,
including top level women executives within the
company itself
• About 17% of companies studied in the energy and
financial services sectors provided leadership
development trainings for their female employees.
The programmes undertaken by financial services
Ladies in league
ASSOCHAM Ladies League is a networking initiative to
promote women's leadership and entrepreneurship.
The aim is to:
• reach out to a wide range of organisations and
encourage them to employ a skilled women
work force
• connect working women to further avenues of
engagement in civic life and social action
Source: ASSOCHAM website
From this it is clear that IT and consulting sectors are at
the forefront in investing resources for the professional
development of women through programmes that foster
networking and leadership among women professionals.
When their efforts are examined against the percentage of
women in the workforce, the IT sector's efforts have been
brilliant. With their women workforce ranging between
24% and 34%, their efforts to pitchfork women into
positions of leadership needs applause. It can be safely
concluded that women join this sector because of the
promising and lucrative career paths it offers them as well
as the many opportunities for growth and development
that come their way.
In the area of skill upgradation, although a few companies
provided information on how many women employees
have received trainings, specifics of these trainings have
been hard to determine. Hence, it has not been possible
to assess whether these training programmes have
contributed in any way towards women's empowerment.
Business associations, having a huge network of members,
are well placed to provide networking and capacity
building services to women. A few associations are making
concerted attempts to support the development of MSMEs
as they have amply demonstrated their potential in
economic development.
According to the Fourth MSME Census (2006-2007), there
are 26.1 million MSME in India; 8% of these are women-run
enterprises. By closely working with these women-run
businesses, and by building their capacity and
strengthening them, businesses can make a tremendous
impact on women's empowerment while also adding to
their profits.
Also, as umbrella organisations, business associations can
customise their services to suit the needs of their industry.
They can also draw upon expertise from their membership
pool while at the same time influence members to take up
the cause of gender equality.
PRINCIPLE 5: IMPLEMENT ENTERPRISE DEVELOPMENT,
SUPPLY CHAIN AND MARKETING PRACTICES THAT
EMPOWER WOMEN
Expand business relationships with women-owned
enterprises, including small businesses, and women
entrepreneurs
Support gender-sensitive solutions to credit and
lending barriers
Ask business partners and peers to respect the
company's commitment to advancing equality and
inclusion
Respect the dignity of women in all marketing and
other company materials
Ensure that company products, services and facilities
are not used for human trafficking and/or labour or
sexual exploitation
Introduction
Principle 5 moves beyond the domains of organisation and
looks at how businesses can meaningfully engage with
women outside of their value chain. It tackles several
'how's' -- how businesses can take actions to support
women in their supply chain, how gender sensitive policies
in marketing and communication can help empower
48 49
companies were designed in collaboration with
academic institutions like the International School of
Business, Hyderabad
• 20% of companies in the food and beverages and
metal products sectors provided skill upgradation
training for women in their workforce. One innovative
training programme, conducted by a metal products
company, aimed to equip office girls willing to
operate heavy equipment like tractors and
locomotives
• In most other cases, although the companies reported
to having taken up leadership and skill upgradation
trainings, these trainings were found to be generic in
nature and no gender disaggregated information
could be obtained
• The business associations studied also provide
professional development programmes for women.
Associations like CII and ASSOCHAM have set up
separate entities to foster networking opportunities
for women. Some, like the Board of Control for Cricket
in India (BCCI), also provide skill building and
mentoring programmes for MSME in IT sector
and regional forums like 'Women in Public Sector' and
'Women in Leadership Roles'
• 25% of companies in the hospitality sector undertook
professional development and career advancement
programmes for women. These include:
- Setting up partnership between companies and
global non-profits to train and mentor women in
emerging economies to enhance leadership skills
and economic opportunity
- Initiating a 'Women's Leadership Development
Initiative' which has enabled a steady increase in
women at all levels of the company
- Working with Women Corporate Directors (WCD),
by hosting Boot Camps to train executive-level
- Women for participation on corporate Boards,
including top level women executives within the
company itself
• About 17% of companies studied in the energy and
financial services sectors provided leadership
development trainings for their female employees.
The programmes undertaken by financial services
Ladies in league
ASSOCHAM Ladies League is a networking initiative to
promote women's leadership and entrepreneurship.
The aim is to:
• reach out to a wide range of organisations and
encourage them to employ a skilled women
work force
• connect working women to further avenues of
engagement in civic life and social action
Source: ASSOCHAM website
From this it is clear that IT and consulting sectors are at
the forefront in investing resources for the professional
development of women through programmes that foster
networking and leadership among women professionals.
When their efforts are examined against the percentage of
women in the workforce, the IT sector's efforts have been
brilliant. With their women workforce ranging between
24% and 34%, their efforts to pitchfork women into
positions of leadership needs applause. It can be safely
concluded that women join this sector because of the
promising and lucrative career paths it offers them as well
as the many opportunities for growth and development
that come their way.
In the area of skill upgradation, although a few companies
provided information on how many women employees
have received trainings, specifics of these trainings have
been hard to determine. Hence, it has not been possible
to assess whether these training programmes have
contributed in any way towards women's empowerment.
Business associations, having a huge network of members,
are well placed to provide networking and capacity
building services to women. A few associations are making
concerted attempts to support the development of MSMEs
as they have amply demonstrated their potential in
economic development.
According to the Fourth MSME Census (2006-2007), there
are 26.1 million MSME in India; 8% of these are women-run
enterprises. By closely working with these women-run
businesses, and by building their capacity and
strengthening them, businesses can make a tremendous
impact on women's empowerment while also adding to
their profits.
Also, as umbrella organisations, business associations can
customise their services to suit the needs of their industry.
They can also draw upon expertise from their membership
pool while at the same time influence members to take up
the cause of gender equality.
PRINCIPLE 5: IMPLEMENT ENTERPRISE DEVELOPMENT,
SUPPLY CHAIN AND MARKETING PRACTICES THAT
EMPOWER WOMEN
Expand business relationships with women-owned
enterprises, including small businesses, and women
entrepreneurs
Support gender-sensitive solutions to credit and
lending barriers
Ask business partners and peers to respect the
company's commitment to advancing equality and
inclusion
Respect the dignity of women in all marketing and
other company materials
Ensure that company products, services and facilities
are not used for human trafficking and/or labour or
sexual exploitation
Introduction
Principle 5 moves beyond the domains of organisation and
looks at how businesses can meaningfully engage with
women outside of their value chain. It tackles several
'how's' -- how businesses can take actions to support
women in their supply chain, how gender sensitive policies
in marketing and communication can help empower
48 49
women and how businesses should ensure that their
products and services are not used to exploit women.
Our study data, unfortunately, has proved insufficient to
inform the above mentioned elements. What it does,
however, bring out with irrevocable clarity is that
although businesses do engage with their suppliers in
different ways, women's empowerment or gender equality
does not emerge as a major area of collaboration. No
significant trends on supplier diversity or trends
pertaining to ensuring dignity of women in marketing and
communication materials could, hence, be discerned.
The main trends that could be mapped with the available
information pertain to products and services developed by
businesses to meet needs and problems faced by women.
These are more in the nature of business solutions to
address issues pertinent to gender equality.
Women and markets
Apart from the 'inner spaces' within the company, women's
empowerment also needs to spread further and further
into the 'spheres of influence' that a company has, if the
concept has to gain root and its outcomes are to be
lasting. This requires companies to work in partnership
with other stakeholders on the basis of their collaborative
wisdom.
Women's empowerment, within a business context, must
also necessarily take into account why and how women
engage with the market. Women engage with markets as
consumers, producers, entrepreneurs, investors and
stakeholders. However, in the current scenario, this
engagement tends to increase their vulnerabilities and
heighten structural inequalities that prevents them from
expressing their agency.
Women play an important role in household level
consumption. Studies have shown that women take nearly
80% of decisions pertaining to purchase of goods
necessary for household consumption. According to the
International Finance Corporation, the financial power of
women as consumers is projected to reach $28 trillion by
2014, an increase from $20 trillion in 2009.
Despite indications of women being key decision makers at
homes and taking the financial lead within their
households, such empowerments seem not to have
benefitted them. In developing economies, women are
responsible for feeding and clothing their families often
on shoe string budgets. They have to maintain a fine
balance between affordability and availability while also
making personal choices for themselves and their families.
In urbanised societies, where consumerism is on the rise,
women face pressures of having to 'look good'. Here, their
purchase decisions are triggered by having to adhere
prevailing stereotypes of gender – as professionals, wives
and daughters.
Market forces put further pressure on women through
advertising. Advertising epitomises the contradictions of
women as consumers where women's faces and bodies are
used to convince people to buy various goods and services.
Advertising also perpetuates negative stereotypes of
women. The images of a 'housewife' are predominantly
used for instance to sell household goods. All these
examples are illustrative of how these so-called
advancements have actually detracted from empowering
women and stamped down their identities.
Globalisation and open markets only deepen and intensify
the contradictions of consumption. It is well known that
large corporations produce goods in less developed
countries in order to keep labour costs low. The majority of
16Women's Economic Contributions, Women and the Economy, A project of UNPAC (http://www.unpac.ca/economy/consumers.html)17ION: Founded in 2004, it consists of 16 regional organisations in the United States that combine their energies to advocate for the advancement of
women to positions of power in the business world, especially to Boards of directors and executive suites18The Women's Forum: An independent global forum that aims to put forward practical solutions for the most pressing economic, social and moral issues of our time.
It is dedicated to building and implementing a more balanced world for all, and serves as a platform for debate,
best practice sharing, networking, brainstorming and action
workers in these manufacturing units are young women
who work under unfair conditions. Their common
experiences include being paid less than minimum wages,
restricted from going to the washroom, forced pregnancy
testing, and sexual harassment by male management. A
case in point is that of the readymade garments industry in
Bangladesh which employs nearly four million people;
80% of these are women, struggling to find a way out of 16poverty .
Entrepreneurship is undoubtedly an effective instrument
for the economic development and empowerment of
women. An underdeveloped entrepreneurial business
culture can work to the detriment of an economy. Yet
entrepreneurship requires nurturing the right kind of
efforts.
Otherwise it could recoil and retard efforts to empower
women (as shown above). Women's progress is further
impeded by their lack of literacy, skills, access to credit
and access to markets. Worsening their situation is the fact
that they have to deal with patriarchal norms that do not
accept or encourage women's entrepreneurship.
Considering these disabling factors that draw away from
empowering women, there is a pressing need for
responsible initiatives by corporates that lead to market
and social transformation.
Study trends
• 80% of companies studied in the financial services
sector directly engaged with women as clients
through their micro-finance programmes that work to
economically empower women by creating and
facilitating credit linkages. 17% of the companies
studied also provided customised services to their
women account holders
• 80% of companies studied in the consulting sector
have made use of their research and advisory expertise
to generate knowledge that benefit women,
particularly in the business sector. These companies 17also sponsor global forums such as ION and The
18Women's Forum . By combining these two strengths,
many companies have even managed to create a
strong advocacy agenda. Some of the path breaking
research studies undertaken by consulting companies
include:
50 51
women and how businesses should ensure that their
products and services are not used to exploit women.
Our study data, unfortunately, has proved insufficient to
inform the above mentioned elements. What it does,
however, bring out with irrevocable clarity is that
although businesses do engage with their suppliers in
different ways, women's empowerment or gender equality
does not emerge as a major area of collaboration. No
significant trends on supplier diversity or trends
pertaining to ensuring dignity of women in marketing and
communication materials could, hence, be discerned.
The main trends that could be mapped with the available
information pertain to products and services developed by
businesses to meet needs and problems faced by women.
These are more in the nature of business solutions to
address issues pertinent to gender equality.
Women and markets
Apart from the 'inner spaces' within the company, women's
empowerment also needs to spread further and further
into the 'spheres of influence' that a company has, if the
concept has to gain root and its outcomes are to be
lasting. This requires companies to work in partnership
with other stakeholders on the basis of their collaborative
wisdom.
Women's empowerment, within a business context, must
also necessarily take into account why and how women
engage with the market. Women engage with markets as
consumers, producers, entrepreneurs, investors and
stakeholders. However, in the current scenario, this
engagement tends to increase their vulnerabilities and
heighten structural inequalities that prevents them from
expressing their agency.
Women play an important role in household level
consumption. Studies have shown that women take nearly
80% of decisions pertaining to purchase of goods
necessary for household consumption. According to the
International Finance Corporation, the financial power of
women as consumers is projected to reach $28 trillion by
2014, an increase from $20 trillion in 2009.
Despite indications of women being key decision makers at
homes and taking the financial lead within their
households, such empowerments seem not to have
benefitted them. In developing economies, women are
responsible for feeding and clothing their families often
on shoe string budgets. They have to maintain a fine
balance between affordability and availability while also
making personal choices for themselves and their families.
In urbanised societies, where consumerism is on the rise,
women face pressures of having to 'look good'. Here, their
purchase decisions are triggered by having to adhere
prevailing stereotypes of gender – as professionals, wives
and daughters.
Market forces put further pressure on women through
advertising. Advertising epitomises the contradictions of
women as consumers where women's faces and bodies are
used to convince people to buy various goods and services.
Advertising also perpetuates negative stereotypes of
women. The images of a 'housewife' are predominantly
used for instance to sell household goods. All these
examples are illustrative of how these so-called
advancements have actually detracted from empowering
women and stamped down their identities.
Globalisation and open markets only deepen and intensify
the contradictions of consumption. It is well known that
large corporations produce goods in less developed
countries in order to keep labour costs low. The majority of
16Women's Economic Contributions, Women and the Economy, A project of UNPAC (http://www.unpac.ca/economy/consumers.html)17ION: Founded in 2004, it consists of 16 regional organisations in the United States that combine their energies to advocate for the advancement of
women to positions of power in the business world, especially to Boards of directors and executive suites18The Women's Forum: An independent global forum that aims to put forward practical solutions for the most pressing economic, social and moral issues of our time.
It is dedicated to building and implementing a more balanced world for all, and serves as a platform for debate,
best practice sharing, networking, brainstorming and action
workers in these manufacturing units are young women
who work under unfair conditions. Their common
experiences include being paid less than minimum wages,
restricted from going to the washroom, forced pregnancy
testing, and sexual harassment by male management. A
case in point is that of the readymade garments industry in
Bangladesh which employs nearly four million people;
80% of these are women, struggling to find a way out of 16poverty .
Entrepreneurship is undoubtedly an effective instrument
for the economic development and empowerment of
women. An underdeveloped entrepreneurial business
culture can work to the detriment of an economy. Yet
entrepreneurship requires nurturing the right kind of
efforts.
Otherwise it could recoil and retard efforts to empower
women (as shown above). Women's progress is further
impeded by their lack of literacy, skills, access to credit
and access to markets. Worsening their situation is the fact
that they have to deal with patriarchal norms that do not
accept or encourage women's entrepreneurship.
Considering these disabling factors that draw away from
empowering women, there is a pressing need for
responsible initiatives by corporates that lead to market
and social transformation.
Study trends
• 80% of companies studied in the financial services
sector directly engaged with women as clients
through their micro-finance programmes that work to
economically empower women by creating and
facilitating credit linkages. 17% of the companies
studied also provided customised services to their
women account holders
• 80% of companies studied in the consulting sector
have made use of their research and advisory expertise
to generate knowledge that benefit women,
particularly in the business sector. These companies 17also sponsor global forums such as ION and The
18Women's Forum . By combining these two strengths,
many companies have even managed to create a
strong advocacy agenda. Some of the path breaking
research studies undertaken by consulting companies
include:
50 51
- Deloitte : The Gender Dividend
- McKinsey: The Business of Empowering Women
- Ernst and Young: Women in the Workplace:
Unleashing the Power of Women Entrepreneurs
• 60% of IT companies undertook programmes that
engaged with their stakeholders and supply chain
while also bolstering their business strategy,
particularly in the area of talent acquisition. Some of
their initiatives include:
- Setting up rural BPOs, training rural youth to
enhance emp loyab i l i t y. (No gende r
disaggregated information was provided. It
maybe posited that though women are covered
under this programme, it is apparent that it is by
default rather than by design)
- Engaging in gender conversations at various
external forums such as Catalyst, CII, and
NASSCOM to build a case for inclusivity in the
workplace
- Making use of their expertise in technology
creation to address issues pertinent to women.
Some of their noteworthy initiatives within this
ambit include:
- A programme to further the aims of the UN
Secretary General's 'Every Woman Every Child'
initiative to end child diarrheal deaths in India by
scaling up access to oral rehydration salts (ORS)
and zinc
- Using technology to arrive at holistic
solutions in the area of remote health monitoring
and diagnosis, particularly foetal monitoring
- A Mother Infant Tracking System for PHCs and
Medical Officers in rural areas on a pilot basis. The
application is android tablet based and
integrated with a medical gateway to take direct
blood pressure readings
- Using technology as a key enabler to assist
and resolve business challenges faced by civil
society organisations. A company was able to
help Justice and Care, an international NGO
supporting victims of trafficking, using
technology. A prototype for case management
system to monitor trafficking cases and
collaterals has been developed for such
assistance
The '5by20' women's initiative
Given the crucial role of women in our system—and the
economic barriers too many women still face—we have
made women's economic empowerment a priority. Our
'5by20' women's initiative launched in 2010 and
continues to grow and gain momentum. The 5by20
initiative aims to enable the economic empowerment of
five million women entrepreneurs in our global value
chain by 2020. In collaboration with nongovernmental
organisations (NGOs), governments and businesses,
we're helping female entrepreneurs associated with our
business gain access to three essential economic
enablers: business skills training, loans and financial
services and assets, and peer networks and mentoring.
The 5by20 initiative focuses on women in six segments
of our value chain: producers, suppliers, distributors,
retailers, recyclers and artisans.
In all, the 5by20 initiative has enabled approximately
300,000 women since the launch of the programme in
2010 through December 31, 2012.
Source: Coca-Cola, 2012-13 GRI Report
- Allocating, in accordance with the government
guidelines, two percent of the company's net
profits towards a one-time grant to BPL families
in rural areas for release of new liquefied
petroleum gas (LPG) connections under the Rajiv
Gandhi Gramin LPG Vitarak Yojana
• 20% companies studied under food and beverages
sector actively aim to help women -- working within
the circle of their supply chain -- break down the
barriers that prevent them from growing their
businesses. By providing them with access to business
skills, financial services, assets and support networks
of peers and mentors, these companies are helping
women across the globe achieve their entrepreneurial
dreams, while also creating thriving, sustainable
communities
• 20% companies in the telecommunications sector,
made use of their technical expertise and mobile
network coverage to promote reproductive health
• Another 20% companies in telecommunications
reported their commitment towards developing a
framework to promote underprivileged groups in
society with a special focus on promoting women
entrepreneurs and small businesses
• 20% of companies studied in the media sector used
the platform provided by their newspapers to create
awareness on women's safety. This was done in the
aftermath of the gang rape and death of a young girl
in Delhi in December 2012
• The hospitality industry has often been an unwitting
participant in human trafficking, when men travelling
for work use the tourism infrastructure to engage in
illegal activities. 20% companies in the hospitality
Technology to the rescue of mothers
Vodafone's e-Mamta initiative, in association with the
Gujarat state government, is helping ensure timely and
pro-active pre-and-post-natal care. This unique
initiative provides a tailored voice-based 'closed user
group' solution. It extends SIM cards to Accredited
Social Health Activists (ASHAs) and healthcare workers,
who act as an important bridge between expectant
mothers and medical staff to ensure timely care before
and after childbirth. This initiative has also enabled the
collection health information from community
members. It is fed into a centralised system, which
sends updates via mobile phones to ASHAs and mothers
to ensure regular monitoring of mothers' and infants'
health.
Source: Vodafone company website: Press release (https://www.vodafone.in/documents/pdfs/pressreleases/pr_1178.pdf)
• 33% of companies in the energy sector took up
initiatives that had indirect benefits for women,
particularly those in rural areas. The companies
have reached out to these women either as
beneficiaries in their CSR programmes or through
their business. The initiatives taken up so far are
as follows:
- Facilitating the formation of women's SHGs,
training them in savings and credit management
- Undertaking rural electrification as part of the
Rajiv Gandhi Grameen Vidyuthikaran Yojana in 29
districts in the states of Madhya Pradesh,
Chhattisgarh, Odisha, West Bengal and
Jharkhand to provide electricity to 26.42 lakh
BPL households
52 53
- Deloitte : The Gender Dividend
- McKinsey: The Business of Empowering Women
- Ernst and Young: Women in the Workplace:
Unleashing the Power of Women Entrepreneurs
• 60% of IT companies undertook programmes that
engaged with their stakeholders and supply chain
while also bolstering their business strategy,
particularly in the area of talent acquisition. Some of
their initiatives include:
- Setting up rural BPOs, training rural youth to
enhance emp loyab i l i t y. (No gende r
disaggregated information was provided. It
maybe posited that though women are covered
under this programme, it is apparent that it is by
default rather than by design)
- Engaging in gender conversations at various
external forums such as Catalyst, CII, and
NASSCOM to build a case for inclusivity in the
workplace
- Making use of their expertise in technology
creation to address issues pertinent to women.
Some of their noteworthy initiatives within this
ambit include:
- A programme to further the aims of the UN
Secretary General's 'Every Woman Every Child'
initiative to end child diarrheal deaths in India by
scaling up access to oral rehydration salts (ORS)
and zinc
- Using technology to arrive at holistic
solutions in the area of remote health monitoring
and diagnosis, particularly foetal monitoring
- A Mother Infant Tracking System for PHCs and
Medical Officers in rural areas on a pilot basis. The
application is android tablet based and
integrated with a medical gateway to take direct
blood pressure readings
- Using technology as a key enabler to assist
and resolve business challenges faced by civil
society organisations. A company was able to
help Justice and Care, an international NGO
supporting victims of trafficking, using
technology. A prototype for case management
system to monitor trafficking cases and
collaterals has been developed for such
assistance
The '5by20' women's initiative
Given the crucial role of women in our system—and the
economic barriers too many women still face—we have
made women's economic empowerment a priority. Our
'5by20' women's initiative launched in 2010 and
continues to grow and gain momentum. The 5by20
initiative aims to enable the economic empowerment of
five million women entrepreneurs in our global value
chain by 2020. In collaboration with nongovernmental
organisations (NGOs), governments and businesses,
we're helping female entrepreneurs associated with our
business gain access to three essential economic
enablers: business skills training, loans and financial
services and assets, and peer networks and mentoring.
The 5by20 initiative focuses on women in six segments
of our value chain: producers, suppliers, distributors,
retailers, recyclers and artisans.
In all, the 5by20 initiative has enabled approximately
300,000 women since the launch of the programme in
2010 through December 31, 2012.
Source: Coca-Cola, 2012-13 GRI Report
- Allocating, in accordance with the government
guidelines, two percent of the company's net
profits towards a one-time grant to BPL families
in rural areas for release of new liquefied
petroleum gas (LPG) connections under the Rajiv
Gandhi Gramin LPG Vitarak Yojana
• 20% companies studied under food and beverages
sector actively aim to help women -- working within
the circle of their supply chain -- break down the
barriers that prevent them from growing their
businesses. By providing them with access to business
skills, financial services, assets and support networks
of peers and mentors, these companies are helping
women across the globe achieve their entrepreneurial
dreams, while also creating thriving, sustainable
communities
• 20% companies in the telecommunications sector,
made use of their technical expertise and mobile
network coverage to promote reproductive health
• Another 20% companies in telecommunications
reported their commitment towards developing a
framework to promote underprivileged groups in
society with a special focus on promoting women
entrepreneurs and small businesses
• 20% of companies studied in the media sector used
the platform provided by their newspapers to create
awareness on women's safety. This was done in the
aftermath of the gang rape and death of a young girl
in Delhi in December 2012
• The hospitality industry has often been an unwitting
participant in human trafficking, when men travelling
for work use the tourism infrastructure to engage in
illegal activities. 20% companies in the hospitality
Technology to the rescue of mothers
Vodafone's e-Mamta initiative, in association with the
Gujarat state government, is helping ensure timely and
pro-active pre-and-post-natal care. This unique
initiative provides a tailored voice-based 'closed user
group' solution. It extends SIM cards to Accredited
Social Health Activists (ASHAs) and healthcare workers,
who act as an important bridge between expectant
mothers and medical staff to ensure timely care before
and after childbirth. This initiative has also enabled the
collection health information from community
members. It is fed into a centralised system, which
sends updates via mobile phones to ASHAs and mothers
to ensure regular monitoring of mothers' and infants'
health.
Source: Vodafone company website: Press release (https://www.vodafone.in/documents/pdfs/pressreleases/pr_1178.pdf)
• 33% of companies in the energy sector took up
initiatives that had indirect benefits for women,
particularly those in rural areas. The companies
have reached out to these women either as
beneficiaries in their CSR programmes or through
their business. The initiatives taken up so far are
as follows:
- Facilitating the formation of women's SHGs,
training them in savings and credit management
- Undertaking rural electrification as part of the
Rajiv Gandhi Grameen Vidyuthikaran Yojana in 29
districts in the states of Madhya Pradesh,
Chhattisgarh, Odisha, West Bengal and
Jharkhand to provide electricity to 26.42 lakh
BPL households
52 53
sector have collaborated with leaders within their
industry to increase awareness and prevent
trafficking, particularly of children
These trends clearly demonstrate that addressing gender
concerns in the market is not a matter of charity or
philanthropy but it is a viable business strategy. Financial
services companies have developed products that meet
specific consumption needs of women and bolster women's
entrepreneurship through access to credit.
Banks have shown, through microfinance programmes,
that women are bankable customers. Research suggests
that women are prompt and reliable in repayment of loans
and therefore present lower risks to financial institutions.
The growth of microfinance in India has been possible on
account of the growth of the SHG movement, aided by the
government's credit policies.
Our analysis also show that IT companies have invested in
business solutions to address important social issues like
maternal health and human trafficking by leveraging their
domain expertise.
To a limited extent, products developed by the energy
sector also do relate to women. By enabling rural
electrification and providing LPG to BPL households, the
energy sector has indirectly benefited women. It has
enabled safety for women and reduced the drudgery of
their work loads.
Consulting companies are also furthering the cause of
women's empowerment through the generation of
knowledge via their research expertise. This knowledge can
serve as an advocacy tool for different stakeholders –
business, State and civil society. By making use of the
established knowledge base of the consulting companies,
these stakeholders can make a strong case for women's
empowerment in business.
There seems to be few takers for women's entrepreneurship
among the companies studied. There were very few
companies that disclosed having business relationships
with women-owned enterprises or having a mandate to
promote women's entrepreneurship. In order to break the
barriers of structural inequality, women's empowerment in
the value chain of businesses must be tackled
comprehensively.
This currently does not seem to be happening. While
financial services companies are addressing some issues,
their efforts are fragmented, stand-alone, discrete
activities that do not build up to a movement of value. One
area that needs intervention is women's access to credit.
The agenda is huge and an unfinished business. Companies
need to address this urgently.
The emerging trends also don't show marked
improvements in businesses attempting to develop
products, services and facilities to stem human trafficking
and/or labour or sexual exploitation. The study of
company codes of conduct and supplier engagement
policies did not reveal any significant mandate to promote
women's empowerment beyond disclosure of zero
tolerance for discrimination and harassment.
Each of the above interventions detailed above can
transform the lives of women and inspire confidence
within them by closing the gender gap. They can also serve
as lucrative business opportunities. It is time to mesh the
two and work with a strategic vision.
PRINCIPLE 6: PROMOTE EQUALITY THROUGH
COMMUNITY INITIATIVES AND ADVOCACY
Lead by example – showcase company commitment to
gender equality and women's empowerment
Leverage influence, alone or in partnership, to
advocate for gender equality and collaborate with
business partners, suppliers and community leaders to
promote inclusion
Work with community stakeholders, officials and
others, to eliminate discrimination and exploitation
and open opportunities for women and girls
Promote and recognise women's leadership in, and
contributions to, their communities and ensure
sufficient representation of women in any community
consultation
Use philanthropy and grants programmes to support
company commitment to inclusion, equality and
human rights
Introduction:
This Principle that seeks to 'promote equality through
community initiatives and advocacy' actively guides
corporates to widen their commitment to promote women
empowerment beyond their own enterprise and business
networks. The expected outcomes, like other principles,
could begin with the corporates working with a definite
vision within their own frameworks and then move to
touch all their circles of influence. When this movement
begins to reach many more people and when a sufficient
number of individuals embark upon that change, and come
together for mutual support and shared action, then a
critical mass is attained that can influence and transform
the institutions, communities and society of which they
are a part of. This is how social movements are built.
Our study data has been unable to trace this trajectory as
% having women focussed CSR
20% Consulting
20% Aviation
20% Media
33% Financial Services
40% F&B
83% Energy
80% IT
the efforts of the corporates are recent and insufficient to
trigger a movement. Yet our data is reassuring. It shows
there is a commitment to women's empowerment among
corporates. Almost all corporates promote community-
based initiatives, either using a direct implementation
approach or by funding grassroots NGOs. Our study
uncovers that almost all corporates are serious about
investing into communities. Equally remarkable is the fact
that have been doing so even before mandatory
investment was introduced by the government.
54 55
sector have collaborated with leaders within their
industry to increase awareness and prevent
trafficking, particularly of children
These trends clearly demonstrate that addressing gender
concerns in the market is not a matter of charity or
philanthropy but it is a viable business strategy. Financial
services companies have developed products that meet
specific consumption needs of women and bolster women's
entrepreneurship through access to credit.
Banks have shown, through microfinance programmes,
that women are bankable customers. Research suggests
that women are prompt and reliable in repayment of loans
and therefore present lower risks to financial institutions.
The growth of microfinance in India has been possible on
account of the growth of the SHG movement, aided by the
government's credit policies.
Our analysis also show that IT companies have invested in
business solutions to address important social issues like
maternal health and human trafficking by leveraging their
domain expertise.
To a limited extent, products developed by the energy
sector also do relate to women. By enabling rural
electrification and providing LPG to BPL households, the
energy sector has indirectly benefited women. It has
enabled safety for women and reduced the drudgery of
their work loads.
Consulting companies are also furthering the cause of
women's empowerment through the generation of
knowledge via their research expertise. This knowledge can
serve as an advocacy tool for different stakeholders –
business, State and civil society. By making use of the
established knowledge base of the consulting companies,
these stakeholders can make a strong case for women's
empowerment in business.
There seems to be few takers for women's entrepreneurship
among the companies studied. There were very few
companies that disclosed having business relationships
with women-owned enterprises or having a mandate to
promote women's entrepreneurship. In order to break the
barriers of structural inequality, women's empowerment in
the value chain of businesses must be tackled
comprehensively.
This currently does not seem to be happening. While
financial services companies are addressing some issues,
their efforts are fragmented, stand-alone, discrete
activities that do not build up to a movement of value. One
area that needs intervention is women's access to credit.
The agenda is huge and an unfinished business. Companies
need to address this urgently.
The emerging trends also don't show marked
improvements in businesses attempting to develop
products, services and facilities to stem human trafficking
and/or labour or sexual exploitation. The study of
company codes of conduct and supplier engagement
policies did not reveal any significant mandate to promote
women's empowerment beyond disclosure of zero
tolerance for discrimination and harassment.
Each of the above interventions detailed above can
transform the lives of women and inspire confidence
within them by closing the gender gap. They can also serve
as lucrative business opportunities. It is time to mesh the
two and work with a strategic vision.
PRINCIPLE 6: PROMOTE EQUALITY THROUGH
COMMUNITY INITIATIVES AND ADVOCACY
Lead by example – showcase company commitment to
gender equality and women's empowerment
Leverage influence, alone or in partnership, to
advocate for gender equality and collaborate with
business partners, suppliers and community leaders to
promote inclusion
Work with community stakeholders, officials and
others, to eliminate discrimination and exploitation
and open opportunities for women and girls
Promote and recognise women's leadership in, and
contributions to, their communities and ensure
sufficient representation of women in any community
consultation
Use philanthropy and grants programmes to support
company commitment to inclusion, equality and
human rights
Introduction:
This Principle that seeks to 'promote equality through
community initiatives and advocacy' actively guides
corporates to widen their commitment to promote women
empowerment beyond their own enterprise and business
networks. The expected outcomes, like other principles,
could begin with the corporates working with a definite
vision within their own frameworks and then move to
touch all their circles of influence. When this movement
begins to reach many more people and when a sufficient
number of individuals embark upon that change, and come
together for mutual support and shared action, then a
critical mass is attained that can influence and transform
the institutions, communities and society of which they
are a part of. This is how social movements are built.
Our study data has been unable to trace this trajectory as
% having women focussed CSR
20% Consulting
20% Aviation
20% Media
33% Financial Services
40% F&B
83% Energy
80% IT
the efforts of the corporates are recent and insufficient to
trigger a movement. Yet our data is reassuring. It shows
there is a commitment to women's empowerment among
corporates. Almost all corporates promote community-
based initiatives, either using a direct implementation
approach or by funding grassroots NGOs. Our study
uncovers that almost all corporates are serious about
investing into communities. Equally remarkable is the fact
that have been doing so even before mandatory
investment was introduced by the government.
54 55
CSR can be an important tool to address various issues that
affect women within the eco system of the business. In a
way it provides the metrics to compare results between the
company's profit trajectory and its intent of going beyond
that. However, the impacts of the CSR programmes will
largely be determined by the approach it takes. If looked at
and implemented as a goodwill gesture, the benefits for
women will be one time and short lived. If approached as a
strategic business management approach, one that is a
dynamic process, that ties the core business strategy with
Promoting gender equality through CSR
United Nations Industrial Development Organisation
(UNIDO) defines Corporate Social Responsibility (CSR) as
“a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is generally understood as being the way through which a company achieves a balance of economic, environmental and social imperatives (“Triple-Bottom-Line- Approach”), while at the same time addressing the expectations of
shareholders and stakeholders.” In India CSR has generally
been viewed as charitable/philanthropic/humanitarian
work undertaken by companies. It is only of late that
companies have started viewing CSR as a strategic
business management concept.
Financial literacy for women and youth
CRISIL Foundation, the CSR arm of CRISIL Ltd, promotes
financial awareness and inclusion initiatives with a
special focus on women.
In 2012, a special financial awareness initiative,
'Pragati – Progress through Financial Awareness' was
launched. Here, one-day financial literacy programmes
were completed in nine districts of Assam. In 2013, this
was scaled to 21 districts across Assam Sikkim and
Tripura, targeting women and youth through
community-based trainings. The areas of focus were:
household budgeting, savings, basic banking practices,
loans and insurance. In Rajasthan, Pragati works in
Pali, Sirohi and Jalore districts. Here groups of youth
volunteers called Team Balikas, have been trained on
financial literacy. The Foundation has also developed an
audio visual based learning module on financial
literacy, which is now being used for its financial
literacy programmes across India.
Source: CRISIL Foundation
Biscuits: the mantra for good health
Britannia India works with the Karnataka Nutrition
Mission in two villages to comprehensively address
health and nutrition concerns of children, adolescent
girls, pregnant and lactating women. Part of the
programme is to provide biscuits fortified with
micronutrients to the target audience. A study done
amongst children (6-12 years) and adolescent girls (11-
18 years) who consumed the fortified biscuits for four
months has shown an improvement in anthropometric
parameters like height and weight and a reduction in
anemia. The company intends to share the project
outcomes with the State Government
Source: Britannia Annual Report 2012-13
efforts to create societal value, then the outcomes will be
enduring. This is because in these kinds of endeavours
women are considered as stakeholders -- as either
consumers, producers, entrepreneurs or community
members -- both within and external to the organisation,
with rights, interests and influence. They are not looked
upon just beneficiaries and passive recipients of corporate
largesse but as people who have potential to participate in
the production process and create shared value. They are
viewed as hidden engines of economic growth.
Study trends
• 83% companies studied in the energy sector had CSR
programmes that targeted women either directly or
indirectly. Of these, 50% were PSUs. Some of the
initiatives for women included:
- Mobilisation of women into SHGs and providing
training for SHG members
- Entrepreneurship and skill development
initiatives for girl students belonging to the
slums of New Delhi. Training has been provided in
the fields of beauty and healthcare, cutting and
tailoring, and computer education
- Indirect educational support to girls through the
construction of hostels, running of vocational
programmes (like nursing schools and training
programmes for women in embroidery, tailoring,
food processing) and providing sewing machines
• 80% of IT companies surveyed ran CSR programmes
that focused on education. This is understandable as
56 57
CSR can be an important tool to address various issues that
affect women within the eco system of the business. In a
way it provides the metrics to compare results between the
company's profit trajectory and its intent of going beyond
that. However, the impacts of the CSR programmes will
largely be determined by the approach it takes. If looked at
and implemented as a goodwill gesture, the benefits for
women will be one time and short lived. If approached as a
strategic business management approach, one that is a
dynamic process, that ties the core business strategy with
Promoting gender equality through CSR
United Nations Industrial Development Organisation
(UNIDO) defines Corporate Social Responsibility (CSR) as
“a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is generally understood as being the way through which a company achieves a balance of economic, environmental and social imperatives (“Triple-Bottom-Line- Approach”), while at the same time addressing the expectations of
shareholders and stakeholders.” In India CSR has generally
been viewed as charitable/philanthropic/humanitarian
work undertaken by companies. It is only of late that
companies have started viewing CSR as a strategic
business management concept.
Financial literacy for women and youth
CRISIL Foundation, the CSR arm of CRISIL Ltd, promotes
financial awareness and inclusion initiatives with a
special focus on women.
In 2012, a special financial awareness initiative,
'Pragati – Progress through Financial Awareness' was
launched. Here, one-day financial literacy programmes
were completed in nine districts of Assam. In 2013, this
was scaled to 21 districts across Assam Sikkim and
Tripura, targeting women and youth through
community-based trainings. The areas of focus were:
household budgeting, savings, basic banking practices,
loans and insurance. In Rajasthan, Pragati works in
Pali, Sirohi and Jalore districts. Here groups of youth
volunteers called Team Balikas, have been trained on
financial literacy. The Foundation has also developed an
audio visual based learning module on financial
literacy, which is now being used for its financial
literacy programmes across India.
Source: CRISIL Foundation
Biscuits: the mantra for good health
Britannia India works with the Karnataka Nutrition
Mission in two villages to comprehensively address
health and nutrition concerns of children, adolescent
girls, pregnant and lactating women. Part of the
programme is to provide biscuits fortified with
micronutrients to the target audience. A study done
amongst children (6-12 years) and adolescent girls (11-
18 years) who consumed the fortified biscuits for four
months has shown an improvement in anthropometric
parameters like height and weight and a reduction in
anemia. The company intends to share the project
outcomes with the State Government
Source: Britannia Annual Report 2012-13
efforts to create societal value, then the outcomes will be
enduring. This is because in these kinds of endeavours
women are considered as stakeholders -- as either
consumers, producers, entrepreneurs or community
members -- both within and external to the organisation,
with rights, interests and influence. They are not looked
upon just beneficiaries and passive recipients of corporate
largesse but as people who have potential to participate in
the production process and create shared value. They are
viewed as hidden engines of economic growth.
Study trends
• 83% companies studied in the energy sector had CSR
programmes that targeted women either directly or
indirectly. Of these, 50% were PSUs. Some of the
initiatives for women included:
- Mobilisation of women into SHGs and providing
training for SHG members
- Entrepreneurship and skill development
initiatives for girl students belonging to the
slums of New Delhi. Training has been provided in
the fields of beauty and healthcare, cutting and
tailoring, and computer education
- Indirect educational support to girls through the
construction of hostels, running of vocational
programmes (like nursing schools and training
programmes for women in embroidery, tailoring,
food processing) and providing sewing machines
• 80% of IT companies surveyed ran CSR programmes
that focused on education. This is understandable as
56 57
this is their area of expertise. More specifically, they
have engaged with schools and teachers to improve
the quality of education and also to promote
computer literacy. They have also undertaken
awareness generation programmes on issues such as
girls' education and child sexual abuse. These
companies also leveraged their expertise in IT to
develop innovative programmes
• One such initiative is an adult literacy programme
where computers, flash cards and animated graphics
patterns are used for visualisation and audio
appreciation. This course is free cost and what is
amazing about it is that it facilitates reading abilities
in 40-45 hours
• 40% companies studied in the food and beverages
sector had CSR programmes that aimed at women's
empowerment. These initiatives include:
- Focus on women's economic empowerment
through entrepreneurship for inclusive growth.
The programme's key focus is to build capability
and provide women with access to resources
- Working in partnership with the government to
address key social issues that affect women
directly or indirectly
• In the financial services sector, while most of the
companies had robust CSR programmes, these did not
pertain directly to women. Only 33% of companies
studied reported having programmes with a targeted
focus on women. These include:
- Giving five percent of employee donations to
support women's causes
- Introducing new models to deliver rural and micro
credit, promoting the SHG-Bank linkages (so as
to enable leadership, technical expertise and
financial inclusion)
• In the aviation sector, 20% of the companies reported
celebrating events such as International Women's day
and organising fund raising drives. The proceeds of
these events are usually donated to select NGOs
working to empower underprivileged women
• Only 20% of companies in the consulting sector
reported CSR programmes focused on women. These
related to supporting livelihood enhancement
programmes through SHGs
Our studies show that while businesses and their
associations are attempting to empower women in
business, their efforts are robust but not yet broad based.
Among the associations studied, it was seen that about
30% rolled out initiatives for gender equality. Their
activities ranged from awarding women achievers and
businesses that promoted diversity and inclusion,
organising conferences and seminars, undertaking
research to documenting various issues of gender equality.
Our analysis also reveals that most of the CSR projects by
corporates follow a welfare/philanthropic approach.
Except in the case of the IT sector, and a few other
companies in the financial services and food and
beverages sectors, there was no discernable link between
the CSR programmes taken up and the core business of the
company. The IT sector, leans towards the education and
the promotion of information technology and is keen to
stick to this. Similarly, the financial sector adheres to CSR
initiatives aimed at promoting financial literacy and
financial inclusion (through microfinance programmes).
In India, historically, corporates have kept their CSR
programmes separate from their business. Most large
corporations have established separate entities to
implement their CSR programmes and be a good corporate
citizen. Many of these programmes may now have women
and girls as its beneficiaries. However, by design, these
programmes are largely welfare driven. Based on the
available information, it is not clear whether these
contribute towards women's empowerment and usher
lasting solutions.
A closer look at the Boards and employee base of corporate
philanthropic foundations presents a picture that is
normally hidden from public scrutiny. Many of these
foundations are headed by women, usually spouses of the
Chairman/Managing Director. There is a sizeable
representation of women in the CSR teams at all levels. In
fact, it would not be wrong to say that there is a
preponderance of female over male employees. It
overturns the ILO's Global Employment Trends 2013 which
states that women in India tend to be grouped in certain
industries and occupations. CSR as a profession seems to
be attracting more women than men. Studies from the
United States and Britain suggest that CSR/social work is
not remunerative and therefore not a career of choice for
males. So the idea of having more women here seems to be
a distinction that is dubious. Particularly, as there seems
to be a stigma attached to men being in a profession that
is considered 'feminine'. Experience suggests the same to
be true for India also.
The passing of the Companies Act 2013 and the Ministry of
Corporate Affairs' attempts to bring centre stage NYGs on
Social, Economic and Environmental Responsibilities of
Business (which provides a set of nine guidelines to
businesses to operationalise CSR initiatives) has shot CSR
into prominence. It is a concept that has come to stay. It
could act as a powerful game changer that could prove
central to the building of measures for women's
empowerment.
PRINCIPLE 7: MEASURE AND PUBLICLY REPORT ON
PROGRESS TO ACHIEVE GENDER EQUALITY
Make public the company policies and implementation
plan for promoting gender equality
Establish benchmarks that quantify inclusion of
women at all levels
Measure and report on progress, both internally and
externally, using data disaggregated by sex
Incorporate gender markers into ongoing reporting
obligations
Introduction
Principle 7 encourages businesses to measure and report
on the progress they are making towards achieving gender
equality. This chapter considers the current reporting
practices adhered to by the companies under the study. It
covers the frameworks that companies use for reporting
purposes and
the robustness of reporting under each WEP Principle.
With continued efforts that involve gathering data,
monitoring and evaluation, analysis, learning, feedback
and reflection, there is need to accumulate and apply
knowledge about which practices are working on the
ground and which are not successful or effective. The end
result of such an exercise to distinguish best practices
could be arriving at a set of explanatory and operational
tools that act as an adaptation guide to implement
effective programs and target end-users better. It would
also be a good way to ensure mistakes are not repeated and
there is learning from misadventures. Recording and
58 59
this is their area of expertise. More specifically, they
have engaged with schools and teachers to improve
the quality of education and also to promote
computer literacy. They have also undertaken
awareness generation programmes on issues such as
girls' education and child sexual abuse. These
companies also leveraged their expertise in IT to
develop innovative programmes
• One such initiative is an adult literacy programme
where computers, flash cards and animated graphics
patterns are used for visualisation and audio
appreciation. This course is free cost and what is
amazing about it is that it facilitates reading abilities
in 40-45 hours
• 40% companies studied in the food and beverages
sector had CSR programmes that aimed at women's
empowerment. These initiatives include:
- Focus on women's economic empowerment
through entrepreneurship for inclusive growth.
The programme's key focus is to build capability
and provide women with access to resources
- Working in partnership with the government to
address key social issues that affect women
directly or indirectly
• In the financial services sector, while most of the
companies had robust CSR programmes, these did not
pertain directly to women. Only 33% of companies
studied reported having programmes with a targeted
focus on women. These include:
- Giving five percent of employee donations to
support women's causes
- Introducing new models to deliver rural and micro
credit, promoting the SHG-Bank linkages (so as
to enable leadership, technical expertise and
financial inclusion)
• In the aviation sector, 20% of the companies reported
celebrating events such as International Women's day
and organising fund raising drives. The proceeds of
these events are usually donated to select NGOs
working to empower underprivileged women
• Only 20% of companies in the consulting sector
reported CSR programmes focused on women. These
related to supporting livelihood enhancement
programmes through SHGs
Our studies show that while businesses and their
associations are attempting to empower women in
business, their efforts are robust but not yet broad based.
Among the associations studied, it was seen that about
30% rolled out initiatives for gender equality. Their
activities ranged from awarding women achievers and
businesses that promoted diversity and inclusion,
organising conferences and seminars, undertaking
research to documenting various issues of gender equality.
Our analysis also reveals that most of the CSR projects by
corporates follow a welfare/philanthropic approach.
Except in the case of the IT sector, and a few other
companies in the financial services and food and
beverages sectors, there was no discernable link between
the CSR programmes taken up and the core business of the
company. The IT sector, leans towards the education and
the promotion of information technology and is keen to
stick to this. Similarly, the financial sector adheres to CSR
initiatives aimed at promoting financial literacy and
financial inclusion (through microfinance programmes).
In India, historically, corporates have kept their CSR
programmes separate from their business. Most large
corporations have established separate entities to
implement their CSR programmes and be a good corporate
citizen. Many of these programmes may now have women
and girls as its beneficiaries. However, by design, these
programmes are largely welfare driven. Based on the
available information, it is not clear whether these
contribute towards women's empowerment and usher
lasting solutions.
A closer look at the Boards and employee base of corporate
philanthropic foundations presents a picture that is
normally hidden from public scrutiny. Many of these
foundations are headed by women, usually spouses of the
Chairman/Managing Director. There is a sizeable
representation of women in the CSR teams at all levels. In
fact, it would not be wrong to say that there is a
preponderance of female over male employees. It
overturns the ILO's Global Employment Trends 2013 which
states that women in India tend to be grouped in certain
industries and occupations. CSR as a profession seems to
be attracting more women than men. Studies from the
United States and Britain suggest that CSR/social work is
not remunerative and therefore not a career of choice for
males. So the idea of having more women here seems to be
a distinction that is dubious. Particularly, as there seems
to be a stigma attached to men being in a profession that
is considered 'feminine'. Experience suggests the same to
be true for India also.
The passing of the Companies Act 2013 and the Ministry of
Corporate Affairs' attempts to bring centre stage NYGs on
Social, Economic and Environmental Responsibilities of
Business (which provides a set of nine guidelines to
businesses to operationalise CSR initiatives) has shot CSR
into prominence. It is a concept that has come to stay. It
could act as a powerful game changer that could prove
central to the building of measures for women's
empowerment.
PRINCIPLE 7: MEASURE AND PUBLICLY REPORT ON
PROGRESS TO ACHIEVE GENDER EQUALITY
Make public the company policies and implementation
plan for promoting gender equality
Establish benchmarks that quantify inclusion of
women at all levels
Measure and report on progress, both internally and
externally, using data disaggregated by sex
Incorporate gender markers into ongoing reporting
obligations
Introduction
Principle 7 encourages businesses to measure and report
on the progress they are making towards achieving gender
equality. This chapter considers the current reporting
practices adhered to by the companies under the study. It
covers the frameworks that companies use for reporting
purposes and
the robustness of reporting under each WEP Principle.
With continued efforts that involve gathering data,
monitoring and evaluation, analysis, learning, feedback
and reflection, there is need to accumulate and apply
knowledge about which practices are working on the
ground and which are not successful or effective. The end
result of such an exercise to distinguish best practices
could be arriving at a set of explanatory and operational
tools that act as an adaptation guide to implement
effective programs and target end-users better. It would
also be a good way to ensure mistakes are not repeated and
there is learning from misadventures. Recording and
58 59
utilising innovations and adapting it as an advocacy tool
would also be possible. Attempts to identify gaps have
been undertaken by relying on the WEP Reporting on
Progress guidelines.
Increased transparency promotes gender
equality
Corporate transparency describes the extent to which a
corporation's actions are observable by outsiders.
Corporates are being subjected to increasing scrutiny from
diverse stakeholders including investors, the State and the
civil society. There is demand for more openness in its
decision-making and operations, as much as there is for its
social, environmental and economic responsibilities. This
is because communities want to know how they are/will be
impacted by the corporation's activities.
When companies are upfront with information and follow
the processes of sustainability reporting that provide a
line-of-sight into the company's growth drivers, it
enhances their brand and reputation. It also establishes
an open, positive communication between the business
and its stakeholders and investors as more information
means more certainty. By reporting on gender related
indicators, a company can show its commitment to
women's empowerment and also benchmark and assess its
performance on the issue, both internally and in relation
to its peers. It then confidently communicate the findings
to its stakeholders. This would go a long way in building
trust and enhance the brand image of the company as a
woman-friendly workplace. This in turn can attract and
retain a diverse talent pool that would ultimately add to
19the company's competitive advantage .
Study trends
Avenues of Disclosure: In the case of sustainability
reports, most of the companies we studied have used the
GRI index to benchmark their disclosures. Some other
companies have used their annual reports and this
information has normally been provided in the 'Business
Responsibility Report' section of the report. The fact that
they have all followed a template, has helped capture more
women-related information such as number of permanent
women employees, number of women employees who have
been provided with training in the reporting year, and the
number of sexual harassment cases reported and resolved.
It must be mentioned that business responsibility
reporting is part of the recently issued SEBI guidelines. It
perhaps does not fully capture gender related reporting
indicators yet is a step in the right direction and one hopes
that that in the future there will be greater transparency in
reporting by companies.
• 42% of companies studied disclosed company
information through the medium of sustainability
reports
• 44% provided information through their annual
reports while 16% provided information through the
Communication on Progress submitted to the UN
Global Compact
• It was seen that disclosures and transparency was
highest among the following sectors:
- Energy: 100% through annual reports and 67%
through sustainability reports
- IT : 80% through sustainability reports and 40%
through annual reports
19Women's Empowerment Principles: Reporting on Progress, Equality Means Business, Guidance Document. (http://weprinciples.org/files/attachments/61.pdf)
- Financial services: 100% through annual reports,
20% through sustainability reports and 20%
through Communication on Progress to UNGC
Sustainability approach
• Among the companies studied, it was seen that nearly
60% outlined their sustainability goals and priorities
either directly or indirectly. Most of the goals
pertained to the environment and society. Each of
these two categories had specific objectives which
were particular to their sector. For example, under
society, the specific objectives related to education,
health, livelihoods and safety, while under
environment it related to reducing emissions,
effective waste management, and improving
technology to reduce adverse impact on the
environment. None of the companies studied
identified women's issues specifically as an area of
priority, either within the organisation or among its
stakeholders, although they may have been covered
this in an incidental way by addressing issues like
education, health, livelihood and employee welfare.
• The 40% companies who were not forthcoming on
their sustainability goals were from the sectors of
aviation, media, financial services and consulting.
Among the aviation and media sectors, all the
companies abstained from providing sustainability
information.
• In the financial services sector, the trend was slightly
different -- 20% of companies stated their
sustainability approach; and 40% of them provided
detailed information about their CSR programmes,
carried out through Foundations set up exclusively for
this purpose. Women- related programmes, thus, were
a part of the company's CSR and did not get directly
clubbed under its sustainability programme.
Reporting on gender metric
Indicators such as -- women's participation in the
workforce, the presence of women on Boards of directors,
and equality of remuneration between male and female
employees -- clarify how an organisation is encouraging
gender equality. The question remains: is such information
being measured systematically? Is it being reported and
tracked?
Our research shows that the companies we have studied
have rarely bothered with collating or reporting gender
disaggregated data. This is despite the inclusion of gender
related indicators in various reporting frameworks like the
GRI framework, and the increasing insistence of measuring
20such indicators within other frameworks .
• Among the 10 sectors studied, the IT sector was the
most transparent in disclosing information on gender
related indictors such as workforce information,
policies on maternity/paternity benefits, child care
and other support services to parents, anti sexual
harassment programmes policies, professional
training and development of women employees
• The energy and financial services sector came up
adequate information. The remaining sectors -
telecommunication, consulting, food and beverages,
20Reference: Embedding Gender in Sustainability Reporting, A Practitioner's Guide, International Finance Corporations (World Bank Group),
Global Reporting Initiative, in partnership with the governments of Germany, Iceland and Switzerland.
60 61
utilising innovations and adapting it as an advocacy tool
would also be possible. Attempts to identify gaps have
been undertaken by relying on the WEP Reporting on
Progress guidelines.
Increased transparency promotes gender
equality
Corporate transparency describes the extent to which a
corporation's actions are observable by outsiders.
Corporates are being subjected to increasing scrutiny from
diverse stakeholders including investors, the State and the
civil society. There is demand for more openness in its
decision-making and operations, as much as there is for its
social, environmental and economic responsibilities. This
is because communities want to know how they are/will be
impacted by the corporation's activities.
When companies are upfront with information and follow
the processes of sustainability reporting that provide a
line-of-sight into the company's growth drivers, it
enhances their brand and reputation. It also establishes
an open, positive communication between the business
and its stakeholders and investors as more information
means more certainty. By reporting on gender related
indicators, a company can show its commitment to
women's empowerment and also benchmark and assess its
performance on the issue, both internally and in relation
to its peers. It then confidently communicate the findings
to its stakeholders. This would go a long way in building
trust and enhance the brand image of the company as a
woman-friendly workplace. This in turn can attract and
retain a diverse talent pool that would ultimately add to
19the company's competitive advantage .
Study trends
Avenues of Disclosure: In the case of sustainability
reports, most of the companies we studied have used the
GRI index to benchmark their disclosures. Some other
companies have used their annual reports and this
information has normally been provided in the 'Business
Responsibility Report' section of the report. The fact that
they have all followed a template, has helped capture more
women-related information such as number of permanent
women employees, number of women employees who have
been provided with training in the reporting year, and the
number of sexual harassment cases reported and resolved.
It must be mentioned that business responsibility
reporting is part of the recently issued SEBI guidelines. It
perhaps does not fully capture gender related reporting
indicators yet is a step in the right direction and one hopes
that that in the future there will be greater transparency in
reporting by companies.
• 42% of companies studied disclosed company
information through the medium of sustainability
reports
• 44% provided information through their annual
reports while 16% provided information through the
Communication on Progress submitted to the UN
Global Compact
• It was seen that disclosures and transparency was
highest among the following sectors:
- Energy: 100% through annual reports and 67%
through sustainability reports
- IT : 80% through sustainability reports and 40%
through annual reports
19Women's Empowerment Principles: Reporting on Progress, Equality Means Business, Guidance Document. (http://weprinciples.org/files/attachments/61.pdf)
- Financial services: 100% through annual reports,
20% through sustainability reports and 20%
through Communication on Progress to UNGC
Sustainability approach
• Among the companies studied, it was seen that nearly
60% outlined their sustainability goals and priorities
either directly or indirectly. Most of the goals
pertained to the environment and society. Each of
these two categories had specific objectives which
were particular to their sector. For example, under
society, the specific objectives related to education,
health, livelihoods and safety, while under
environment it related to reducing emissions,
effective waste management, and improving
technology to reduce adverse impact on the
environment. None of the companies studied
identified women's issues specifically as an area of
priority, either within the organisation or among its
stakeholders, although they may have been covered
this in an incidental way by addressing issues like
education, health, livelihood and employee welfare.
• The 40% companies who were not forthcoming on
their sustainability goals were from the sectors of
aviation, media, financial services and consulting.
Among the aviation and media sectors, all the
companies abstained from providing sustainability
information.
• In the financial services sector, the trend was slightly
different -- 20% of companies stated their
sustainability approach; and 40% of them provided
detailed information about their CSR programmes,
carried out through Foundations set up exclusively for
this purpose. Women- related programmes, thus, were
a part of the company's CSR and did not get directly
clubbed under its sustainability programme.
Reporting on gender metric
Indicators such as -- women's participation in the
workforce, the presence of women on Boards of directors,
and equality of remuneration between male and female
employees -- clarify how an organisation is encouraging
gender equality. The question remains: is such information
being measured systematically? Is it being reported and
tracked?
Our research shows that the companies we have studied
have rarely bothered with collating or reporting gender
disaggregated data. This is despite the inclusion of gender
related indicators in various reporting frameworks like the
GRI framework, and the increasing insistence of measuring
20such indicators within other frameworks .
• Among the 10 sectors studied, the IT sector was the
most transparent in disclosing information on gender
related indictors such as workforce information,
policies on maternity/paternity benefits, child care
and other support services to parents, anti sexual
harassment programmes policies, professional
training and development of women employees
• The energy and financial services sector came up
adequate information. The remaining sectors -
telecommunication, consulting, food and beverages,
20Reference: Embedding Gender in Sustainability Reporting, A Practitioner's Guide, International Finance Corporations (World Bank Group),
Global Reporting Initiative, in partnership with the governments of Germany, Iceland and Switzerland.
60 61
hospitality and metal products provided very little
information on gender related indicators. The media
and aviation companies had no gender- related
information. This was even hard to find on the public
domain
• The availability of gender disaggregated information
in a uniform, quantitative and measurable was hard
to come by. While 90% of the companies provided
information pertaining to their workforce, 48% of
these did not volunteer or provide gender
disaggregated information, making it difficult to
understand the extent of diversity in their workforce.
Also, very few companies, reported on the progress on
gender diversity in the workforce from one year to the
next
• In the category of workforce information, a large
lacuna was the lack of gender disaggregated
information on the number of Dalit/Adivasi women on
the workforce. Private sectors companies were
especially reticent in providing information relating
to Dalit/Adivasis, be it male or female employment
ratios. PSUs proffered some information relating to
their representation in the workforce but this
information was not gender disaggregated
• Information on Principle 2, that is, on equal
opportunity, inclusion and non-discrimination, was
mostly restricted to maternity and paternity
entitlements, child care and flexible working
conditions. No information was extended relating to
basic pay, overtime and bonuses, either for men or
women. Companies also did not provide information
pertaining to any recruitment campaigns targeting
women
• Under Principle 3 -- that relates to health, safety and
freedom from violence -- available information
pertained to anti-sexual harassment policies and
programmes, safety and occupational safety measures
taken by the company. Certain companies also
provided information relating to facilities provided to
nursing mothers and training of women on self-
defence. Details on gender sensitisation and self-
defence training of women security personal was also
reported by a few companies. Information pertaining
to health and occupational safety was generic in
nature and did not take into account the different
needs of men and women. Another interesting point is
that several companies disclosed their policy on the
prohibited types of client entertainment – gifts and
anti-bribery policies, for instance. However, these did
not include any provisions relating to genderz
• Almost all the companies studied provided
information on training and professional development
opportunities for their women employees. They talked
of their efforts at promotion, networking, mentoring
programmes, leadership and skill upgradation
trainings. But though they disclosed these details,
the information was not categorised by job category
and/or title. Also, there was little to suggest whether
the demands of employees' family roles were
considered when scheduling training and education
programmes
• The companies in the consulting sector provided
detailed information on the training and professional
development programmes for women. However, in
nearly 80% of the cases, the information provided was
global in nature or pertained to the workforce in the
United States or Europe and not India. Hence, it was
not possible to assess how companies performed on
this metric in India, or assess what differences exist in
their functioning' methods in India and other
countries where their business operates
• In respect to Principle 5 -- enterprise development,
supply chain and marketing practices -- limited
information was available regarding supplier diversity
and marketing practices. While supplier compliance
was included in company codes of conduct, labour and
human rights policies, gender equality was not an
important area of coverage. Quantitative information
pertaining to number of women owned suppliers,
number of contracts awarded to men and women
suppliers was generally not available.
• Information was available regarding business
solutions to address various issues of concern to
women. These have been discussed in the chapter on
Principle 5. Several companies had developed
products and services that related either directly or
indirectly to women. In this, the IT sector was once
again at the forefront in developing several digital
solutions to address problems such as illiteracy,
reproductive and child health.
• In relation to Principle 6 -- community leadership and
engagement -- detailed information pertaining to CSR
programmes of companies has been provided. In terms
of CSR spending, most of the companies that reported
details provided information on their annual CSR
budgets. However, very few of them provided a break
up of their budgets.
Our analysis makes clear that business do support the
cause of women and girls. These interventions are not
however direct. They benefit women and girls through CSR
programmes in education.
62 63
hospitality and metal products provided very little
information on gender related indicators. The media
and aviation companies had no gender- related
information. This was even hard to find on the public
domain
• The availability of gender disaggregated information
in a uniform, quantitative and measurable was hard
to come by. While 90% of the companies provided
information pertaining to their workforce, 48% of
these did not volunteer or provide gender
disaggregated information, making it difficult to
understand the extent of diversity in their workforce.
Also, very few companies, reported on the progress on
gender diversity in the workforce from one year to the
next
• In the category of workforce information, a large
lacuna was the lack of gender disaggregated
information on the number of Dalit/Adivasi women on
the workforce. Private sectors companies were
especially reticent in providing information relating
to Dalit/Adivasis, be it male or female employment
ratios. PSUs proffered some information relating to
their representation in the workforce but this
information was not gender disaggregated
• Information on Principle 2, that is, on equal
opportunity, inclusion and non-discrimination, was
mostly restricted to maternity and paternity
entitlements, child care and flexible working
conditions. No information was extended relating to
basic pay, overtime and bonuses, either for men or
women. Companies also did not provide information
pertaining to any recruitment campaigns targeting
women
• Under Principle 3 -- that relates to health, safety and
freedom from violence -- available information
pertained to anti-sexual harassment policies and
programmes, safety and occupational safety measures
taken by the company. Certain companies also
provided information relating to facilities provided to
nursing mothers and training of women on self-
defence. Details on gender sensitisation and self-
defence training of women security personal was also
reported by a few companies. Information pertaining
to health and occupational safety was generic in
nature and did not take into account the different
needs of men and women. Another interesting point is
that several companies disclosed their policy on the
prohibited types of client entertainment – gifts and
anti-bribery policies, for instance. However, these did
not include any provisions relating to genderz
• Almost all the companies studied provided
information on training and professional development
opportunities for their women employees. They talked
of their efforts at promotion, networking, mentoring
programmes, leadership and skill upgradation
trainings. But though they disclosed these details,
the information was not categorised by job category
and/or title. Also, there was little to suggest whether
the demands of employees' family roles were
considered when scheduling training and education
programmes
• The companies in the consulting sector provided
detailed information on the training and professional
development programmes for women. However, in
nearly 80% of the cases, the information provided was
global in nature or pertained to the workforce in the
United States or Europe and not India. Hence, it was
not possible to assess how companies performed on
this metric in India, or assess what differences exist in
their functioning' methods in India and other
countries where their business operates
• In respect to Principle 5 -- enterprise development,
supply chain and marketing practices -- limited
information was available regarding supplier diversity
and marketing practices. While supplier compliance
was included in company codes of conduct, labour and
human rights policies, gender equality was not an
important area of coverage. Quantitative information
pertaining to number of women owned suppliers,
number of contracts awarded to men and women
suppliers was generally not available.
• Information was available regarding business
solutions to address various issues of concern to
women. These have been discussed in the chapter on
Principle 5. Several companies had developed
products and services that related either directly or
indirectly to women. In this, the IT sector was once
again at the forefront in developing several digital
solutions to address problems such as illiteracy,
reproductive and child health.
• In relation to Principle 6 -- community leadership and
engagement -- detailed information pertaining to CSR
programmes of companies has been provided. In terms
of CSR spending, most of the companies that reported
details provided information on their annual CSR
budgets. However, very few of them provided a break
up of their budgets.
Our analysis makes clear that business do support the
cause of women and girls. These interventions are not
however direct. They benefit women and girls through CSR
programmes in education.
62 63
Several companies reported having employee engagement
programmes in the form of volunteering and payroll
giving. However, there is not much information on how
many employees participated in these programmes by
gender.
Why should corporates embrace narrative reporting on
gender? Why is collating and publicising information on
gender-representation, gender diversity, gender policies,
opportunities and training for women, their
representation on Boards, representation of Dalit/Adivasi
women and methods to empower them significant? The
answer is simple. It highlights the company's commitment
to women's empowerment and used properly it can serve as
a basis for creating real competitive advantage. This is
because it leads to better investor understanding of the
company and improved stakeholder relationships. Thus, it
is not a burden but an opportunity.
Globally, voluntary disclosures are being actively
advocated. In India, regulatory requirements are
becoming more stringent. This is evident by the Companies
Act 2013, Section 135, which lays down several norms
including those for enhanced disclosure. There is also a
demand for increased transparency on the part of
businesses to undertake Triple Bottom Line reporting. In
view of these developments, companies must give
themselves a head start to competitive advantage.
THE ROAD AHEAD NECESSARY TRAVEL
CARE India hopes to use the expert perspectives derived
from this exploratory study to navigate its future course of
action, create better plans and programmes when
interacting with businesses, and be better prepared to
manage the forewarned risks.
This primer is in many ways a call for action from different
groups of stakeholders – businesses themselves, the State
and the civil society. Each of these stakeholder groups has
their own strengths, competencies and expertise. There is
need to draw upon these, and bring them together for
collaborative wisdom and action to address the issue of
women's empowerment and gender equality within
businesses.
The main recommendations for action that we have arrived
upon based on this study are as follows:
Prevention of sexual harassment in the
workplace
Our analysis of trends reveal that less than half of the
companies surveyed have policies for prevention of sexual
harassment in the workplace. Among those that do, our
research trends were unable to establish if the
institutional mechanisms in place were adequate and
effective. Only 44.1% of the companies studied reported
to have complaints committees in place. Only 36.6% of the
complaints committees had external representation on
these committees, despite the Vishakha Guidelines clearly
stating that internal complaints committees must have
third party, either NGO or another entity that is familiar
with the issue of sexual harassment, to prevent the
possibility of any undue pressure or influence from senior
levels. Also, disclosures on the number of cases reported
and resolved have at best been ambiguous. Again, these
do not comply with the Vishakha Guidelines which states
that the companies must report to the Government
annually on the complaints made and the actions taken to
resolve them.
From a policy angle, the Indian Parliament has passed the
Sexual Harassment of Women at Workplace (Prevention,
Prohibition and Redressal) Act 2013, thus making it a
statutory requirement for organisations, public and
private, to have mechanisms in place to address sexual
harassment in the workplace. Under this Act, it is now
imperative that every employer take concrete steps to put
in place institutional mechanisms to make workplaces free
from sexual harassment.
64 65
Several companies reported having employee engagement
programmes in the form of volunteering and payroll
giving. However, there is not much information on how
many employees participated in these programmes by
gender.
Why should corporates embrace narrative reporting on
gender? Why is collating and publicising information on
gender-representation, gender diversity, gender policies,
opportunities and training for women, their
representation on Boards, representation of Dalit/Adivasi
women and methods to empower them significant? The
answer is simple. It highlights the company's commitment
to women's empowerment and used properly it can serve as
a basis for creating real competitive advantage. This is
because it leads to better investor understanding of the
company and improved stakeholder relationships. Thus, it
is not a burden but an opportunity.
Globally, voluntary disclosures are being actively
advocated. In India, regulatory requirements are
becoming more stringent. This is evident by the Companies
Act 2013, Section 135, which lays down several norms
including those for enhanced disclosure. There is also a
demand for increased transparency on the part of
businesses to undertake Triple Bottom Line reporting. In
view of these developments, companies must give
themselves a head start to competitive advantage.
THE ROAD AHEAD NECESSARY TRAVEL
CARE India hopes to use the expert perspectives derived
from this exploratory study to navigate its future course of
action, create better plans and programmes when
interacting with businesses, and be better prepared to
manage the forewarned risks.
This primer is in many ways a call for action from different
groups of stakeholders – businesses themselves, the State
and the civil society. Each of these stakeholder groups has
their own strengths, competencies and expertise. There is
need to draw upon these, and bring them together for
collaborative wisdom and action to address the issue of
women's empowerment and gender equality within
businesses.
The main recommendations for action that we have arrived
upon based on this study are as follows:
Prevention of sexual harassment in the
workplace
Our analysis of trends reveal that less than half of the
companies surveyed have policies for prevention of sexual
harassment in the workplace. Among those that do, our
research trends were unable to establish if the
institutional mechanisms in place were adequate and
effective. Only 44.1% of the companies studied reported
to have complaints committees in place. Only 36.6% of the
complaints committees had external representation on
these committees, despite the Vishakha Guidelines clearly
stating that internal complaints committees must have
third party, either NGO or another entity that is familiar
with the issue of sexual harassment, to prevent the
possibility of any undue pressure or influence from senior
levels. Also, disclosures on the number of cases reported
and resolved have at best been ambiguous. Again, these
do not comply with the Vishakha Guidelines which states
that the companies must report to the Government
annually on the complaints made and the actions taken to
resolve them.
From a policy angle, the Indian Parliament has passed the
Sexual Harassment of Women at Workplace (Prevention,
Prohibition and Redressal) Act 2013, thus making it a
statutory requirement for organisations, public and
private, to have mechanisms in place to address sexual
harassment in the workplace. Under this Act, it is now
imperative that every employer take concrete steps to put
in place institutional mechanisms to make workplaces free
from sexual harassment.
64 65
talent pool available to organisations. Hence, if
companies are not nurturing their female talent
pool, they are at a competitive disadvantage vis-
à-vis companies who do take intentional actions
for the same.
• In India, the proportion of females in higher
education, especially at university level is
continually rising, yet their labour force
participation and promotion hasn't kept pace,
resulting in huge losses of talent.
• Booz & Company's report, also points out that
despite the huge gains enjoyed by the Indian
economy which have expanded the total
opportunity set, women are unable to reach their
full potential as they still face “cultural
restrictions, gender discrimination, and lack of
resources”. Amongst women who work or are
entrepreneurs, this report identifies gender-
based crime, lack of access to start-up capital as
well as safety concerns while commuting as key
constraints to growth.
• On International Women's Day, 8th March 2013,
the Economic Times carried the results of a recent
survey by AVTAR Career Creators & LEXI Careers
India which showed that the annual attrition rate
of women under 30 was 48%. The biggest reasons
for quitting work in this sample were marriage
(for women under 25) and childbirth (for women
under 30). Most importantly, 98% of women
polled said that flexible work was important for
them as they wished to balance both their
professional and personal commitments.
Women are consumers!
• The Boston Consulting Group (BCG) estimates
that by 2020, the overall size of earnings by
Indian working women will amount to about
$900 billion almost triple the 2010 figure of $280
billion. Also, the number of working women will
rise from 134 million to 158 million over the
decade.
• An IMRB survey (recently featured in the Times of
India) of 9000 urban Indian women shows that
monthly household income of women living and
working in cities has more than doubled,
increasing from Rs. 4,492 in 2001 to Rs. 9,457 in
2010
• In a recent publication the Economic Times cited
the examples of several companies who were
responding to the growing importance of female
consumers both for individual as well as
household purchases. HDFC Bank is making
special products and concessions on loans for
women, Godrej Appliances is launching new
products targeted specifically at women and
Maruti Suzuki believes that women are their “next
big consumption driver” making it clear that
these companies are innovating to stay ahead of
the curve.
Gender diversity leads innovation
• Diversity and inclusion is a key business strategy
that can open the doors to several new ways of
THE BUSINESS CASE OF EMPOWERING WOMEN
[Excerpts from 'Business Case for Increasing Diversity at the
Workplace' by Mitali Nikore]
Aside from a rights based view, it is often wondered why
businesses are being encouraged to pay so much attention
to the gender dimension of corporate sustainability. 21However, be it through a Gender Dividend or through the
22Third Billion Index , it has been affirmed, and re-affirmed
several times by business itself that diversity and inclusion
are good practices.
We have followed Mitali Nikore's specific arguments for India where she highlights how women's economic empowerment can hit the cul de sac if businesses do not respond to their needs or harness their talents, innovation and leadership qualities.
Gender dividend
• Aside from a rights based view, it is often
wondered why businesses are being encouraged
to pay so much attention to the gender
dimension of corporate sustainability.
• At a time when women continue to confront
several vulnerabilities in just commuting to their
workplace, where 50% of women give up their
careers before turning 30 (Economic Times) and
70% of executives surveyed in Asia by McKinsey &
Co. say that gender diversity was not in the top
10 priorities of their organisation, it is clear that
diversity must be placed front and center by India
Inc.
• As outlined by Deloitte, “the Gender Dividend is a
steady benefit that is earned by making wise,
balanced investments in developing women as
workers and potential leaders as well as
understanding women as consumers and their
impact on the economy and the bottom line.
Done right, the Gender Dividend should be
reflected in increased sales, expanded markets,
and improved recruitment and retention of a key
talent segment. In fact, Deloitte hails “Women”
as the biggest emerging economy of the world,
pointing out that by 2014, women's income will
equal $18 trillion worldwide.”
Women are talent!
• If we accept that inherent talent is evenly spread
across the population, then it can be claimed
that discrimination of any kind shall limit the
21'The gender dividend: Making the business case for investing in women', Deloitte 201222'Empowering the Third Billion: Women and the World of Work in 2012', Booz & Company 2012
66 67
talent pool available to organisations. Hence, if
companies are not nurturing their female talent
pool, they are at a competitive disadvantage vis-
à-vis companies who do take intentional actions
for the same.
• In India, the proportion of females in higher
education, especially at university level is
continually rising, yet their labour force
participation and promotion hasn't kept pace,
resulting in huge losses of talent.
• Booz & Company's report, also points out that
despite the huge gains enjoyed by the Indian
economy which have expanded the total
opportunity set, women are unable to reach their
full potential as they still face “cultural
restrictions, gender discrimination, and lack of
resources”. Amongst women who work or are
entrepreneurs, this report identifies gender-
based crime, lack of access to start-up capital as
well as safety concerns while commuting as key
constraints to growth.
• On International Women's Day, 8th March 2013,
the Economic Times carried the results of a recent
survey by AVTAR Career Creators & LEXI Careers
India which showed that the annual attrition rate
of women under 30 was 48%. The biggest reasons
for quitting work in this sample were marriage
(for women under 25) and childbirth (for women
under 30). Most importantly, 98% of women
polled said that flexible work was important for
them as they wished to balance both their
professional and personal commitments.
Women are consumers!
• The Boston Consulting Group (BCG) estimates
that by 2020, the overall size of earnings by
Indian working women will amount to about
$900 billion almost triple the 2010 figure of $280
billion. Also, the number of working women will
rise from 134 million to 158 million over the
decade.
• An IMRB survey (recently featured in the Times of
India) of 9000 urban Indian women shows that
monthly household income of women living and
working in cities has more than doubled,
increasing from Rs. 4,492 in 2001 to Rs. 9,457 in
2010
• In a recent publication the Economic Times cited
the examples of several companies who were
responding to the growing importance of female
consumers both for individual as well as
household purchases. HDFC Bank is making
special products and concessions on loans for
women, Godrej Appliances is launching new
products targeted specifically at women and
Maruti Suzuki believes that women are their “next
big consumption driver” making it clear that
these companies are innovating to stay ahead of
the curve.
Gender diversity leads innovation
• Diversity and inclusion is a key business strategy
that can open the doors to several new ways of
THE BUSINESS CASE OF EMPOWERING WOMEN
[Excerpts from 'Business Case for Increasing Diversity at the
Workplace' by Mitali Nikore]
Aside from a rights based view, it is often wondered why
businesses are being encouraged to pay so much attention
to the gender dimension of corporate sustainability. 21However, be it through a Gender Dividend or through the
22Third Billion Index , it has been affirmed, and re-affirmed
several times by business itself that diversity and inclusion
are good practices.
We have followed Mitali Nikore's specific arguments for India where she highlights how women's economic empowerment can hit the cul de sac if businesses do not respond to their needs or harness their talents, innovation and leadership qualities.
Gender dividend
• Aside from a rights based view, it is often
wondered why businesses are being encouraged
to pay so much attention to the gender
dimension of corporate sustainability.
• At a time when women continue to confront
several vulnerabilities in just commuting to their
workplace, where 50% of women give up their
careers before turning 30 (Economic Times) and
70% of executives surveyed in Asia by McKinsey &
Co. say that gender diversity was not in the top
10 priorities of their organisation, it is clear that
diversity must be placed front and center by India
Inc.
• As outlined by Deloitte, “the Gender Dividend is a
steady benefit that is earned by making wise,
balanced investments in developing women as
workers and potential leaders as well as
understanding women as consumers and their
impact on the economy and the bottom line.
Done right, the Gender Dividend should be
reflected in increased sales, expanded markets,
and improved recruitment and retention of a key
talent segment. In fact, Deloitte hails “Women”
as the biggest emerging economy of the world,
pointing out that by 2014, women's income will
equal $18 trillion worldwide.”
Women are talent!
• If we accept that inherent talent is evenly spread
across the population, then it can be claimed
that discrimination of any kind shall limit the
21'The gender dividend: Making the business case for investing in women', Deloitte 201222'Empowering the Third Billion: Women and the World of Work in 2012', Booz & Company 2012
66 67
doing business for a firm. Latest thinking by
Forbes summarises the point quite clearly:
“Multiple voices lead to new ideas, new services, and new products, and encourage out-of-the box thinking. Companies no longer view diversity and inclusion efforts as separate from their other business practices, and recognize that a diverse workforce can differentiate them from their competitors and can help capture new clients.”
• Though their book 'Innovation and Gender'
focusses on European economies; Inger Danilda
and Jennie Granat Thorslund make the universal
point that gender diversity must be seen “as a
means of creativity and innovation.” Hence,
companies must not view their diversity programs
as cost centers, but rather invest in them to
increase the productivity & creativity of their
resulting gender diverse teams.
• Hindustan Unilever Ltd.'s (HUL) Project Shakti is
an excellent example of this trend. Launched in
2001 as a key part of its rural expansion strategy,
HUL appointed women belonging to existing
local Self-Helf Groups as 'Shakti Ammas' to
become direct salespersons of their products in
villages.
• Another company adopting a similar model is
Coca-Cola. As part of its worldwide initiative '5 by
20' the company aims to empower 5 million
women by 2020 and in this regard has begun a
program called 'Parivartan' (change) in India.
Women are trained as retailers in rural markets by
the Coca-Cola University with classes being held
on buses. Post-training, these women are
supplied with Coke products, solar coolers for
chilling the beverages and insurance of Rs. 1,
00,00/- for covering accidental death or
premature disability. The Economic Times has
reported that about 1.5 lakh women
entrepreneurs have set up kirani shops under this
scheme.
Women as leaders
• During a recent event at the World Economic
Forum 2013, Sheryl Sandburg, COO of Facebook
echoed the sentiments of women occupying
senior positions in the workplace when she said
that “As a woman becomes more successful, she is less liked, and as a man becomes more successful, he is more liked.”
• On 3 October 2012, the Economic Times carried
the headline “Not Everyone is Marissa Mayer…”
alluding to the working-mother precedent set by
the pregnant Yahoo CEO. In India, the paper
reports that there are 9.8 million women working
in India Inc., but only 18 per cent are in middle
management roles and less than 2 per cent of BSE
500 companies have female CEOs.
• Catalyst Inc.'s 2012 data shows that only 5.3 per
cent of board seats in India were held by women.
• Vinnicombe and Singh (2002, 2004) identify two
main barriers to women's ascent to directorship –
a) due to internalised norms, the view of what
makes an effective corporate board, or the
characteristics associated with a potential
director tend to resemble those of existing
directors, rendering it harder for women to break
into such positions and leading to a persistence
of the 'think director, think male' phenomenon b)
women tend to lack the 'social capital' that is
required for such a job.
• In such a scenario, Indian businesses must go
beyond mere tokenism and focus on diversity in
the boardroom as a goal in itself, nurturing their
female employees for top management as well as
board level positions so that female leaders can
focus on getting their work done, rather than on
the double standards, whether subtle or obvious.
68 69
doing business for a firm. Latest thinking by
Forbes summarises the point quite clearly:
“Multiple voices lead to new ideas, new services, and new products, and encourage out-of-the box thinking. Companies no longer view diversity and inclusion efforts as separate from their other business practices, and recognize that a diverse workforce can differentiate them from their competitors and can help capture new clients.”
• Though their book 'Innovation and Gender'
focusses on European economies; Inger Danilda
and Jennie Granat Thorslund make the universal
point that gender diversity must be seen “as a
means of creativity and innovation.” Hence,
companies must not view their diversity programs
as cost centers, but rather invest in them to
increase the productivity & creativity of their
resulting gender diverse teams.
• Hindustan Unilever Ltd.'s (HUL) Project Shakti is
an excellent example of this trend. Launched in
2001 as a key part of its rural expansion strategy,
HUL appointed women belonging to existing
local Self-Helf Groups as 'Shakti Ammas' to
become direct salespersons of their products in
villages.
• Another company adopting a similar model is
Coca-Cola. As part of its worldwide initiative '5 by
20' the company aims to empower 5 million
women by 2020 and in this regard has begun a
program called 'Parivartan' (change) in India.
Women are trained as retailers in rural markets by
the Coca-Cola University with classes being held
on buses. Post-training, these women are
supplied with Coke products, solar coolers for
chilling the beverages and insurance of Rs. 1,
00,00/- for covering accidental death or
premature disability. The Economic Times has
reported that about 1.5 lakh women
entrepreneurs have set up kirani shops under this
scheme.
Women as leaders
• During a recent event at the World Economic
Forum 2013, Sheryl Sandburg, COO of Facebook
echoed the sentiments of women occupying
senior positions in the workplace when she said
that “As a woman becomes more successful, she is less liked, and as a man becomes more successful, he is more liked.”
• On 3 October 2012, the Economic Times carried
the headline “Not Everyone is Marissa Mayer…”
alluding to the working-mother precedent set by
the pregnant Yahoo CEO. In India, the paper
reports that there are 9.8 million women working
in India Inc., but only 18 per cent are in middle
management roles and less than 2 per cent of BSE
500 companies have female CEOs.
• Catalyst Inc.'s 2012 data shows that only 5.3 per
cent of board seats in India were held by women.
• Vinnicombe and Singh (2002, 2004) identify two
main barriers to women's ascent to directorship –
a) due to internalised norms, the view of what
makes an effective corporate board, or the
characteristics associated with a potential
director tend to resemble those of existing
directors, rendering it harder for women to break
into such positions and leading to a persistence
of the 'think director, think male' phenomenon b)
women tend to lack the 'social capital' that is
required for such a job.
• In such a scenario, Indian businesses must go
beyond mere tokenism and focus on diversity in
the boardroom as a goal in itself, nurturing their
female employees for top management as well as
board level positions so that female leaders can
focus on getting their work done, rather than on
the double standards, whether subtle or obvious.
68 69
Company NameSl. No.
1
2
3
4
5
6
7
8
9
10
Cairn India Ltd
Annex – 1
Companies that agreed to be named as part of primary study
Sector
Energy
EnergySchneider Electric India
HCL Technologies IT & ITES
Wipro Ltd IT & ITES
IT & ITES
IT & ITES
Sutherland Global Services (P) Ltd
Infosys Ltd
Yes Bank Ltd Financial services
Financial servicesCRISIL
Cargill Food and beverages
Jindal Stainless Ltd Metal products
Company NameSl. No.
1
2
HCL
Infosys Limited
Annex - 2
References for disclosures obtained
References
1. Rebalance 2013, Leveraging Collective Wisdom, Making Way for Tomorrow, Today ,
Sustainability Report 2013
2. Corporate Governance Report, 2011-12
3. Believe: How 'Employees First' Philosophy Helps Women Succeed at HCL
4. Websites:
(a) www.hclwomen.com
(b) www.hcltfoundation.org
1. Relevance through Innovation - Sustainability Report 2012-13 and Business Responsibility
Report 2012-13 (by the same name)
2. Diversity from A Global Perspective -Interview with N R Narayan Murthy, Founder and
Chairman, Infosys Ltd (part of CEO Diversity Leadership 2009)
3. Annual Report 2011-12
3 Wipro
1. Through the Looking Glass of History – Sustainability Report 2011-12
2. Customer Focus Collaborating for the Future - Annual Report 2012-13
3. Wipro Sustainability Initiatives, Aug 2013
4. http://www.unwomensouthasia.org/2013/indian-companies-come-together-for-the-first-time-
to-champion-gender-equality-2/
4 Sutherland 1. Company website
5 Tata Consultancy Services
1. TCS Annual Report 2012-13
2. TCS Corporate Sustainability Report - 'Empowering People' 2012-13
4. TCS Code of Conduct 2008 (employees)
5. Maala Diversity Webinar
(http://maala.org.il/warehouse/userUploadFiles/File/events/presentations/Maala%20Diversity%
20Webinar%20Slide%20Show%20with%20TCS.pdf)
6. TCS website
7. Tata group website
6 Tata Power 1. 94th Annual Report 2012-13
7 ONGC1. Global Compact Annual Communication on Progress 2008
2. HR Manual (http://ongmazdoorsangh.org/KNOWLEDGE-BANK/HR_Manual.pdf)
8 NTPC
1. Sustainability Report 2011-12
2. Annual Report 2012-13
3. R&R policy
4. CSR policy
5. http://www.business-standard.com/article/management/nipping-sexual-harassment-
113060200435_1.html
70 71
Company NameSl. No.
1
2
3
4
5
6
7
8
9
10
Cairn India Ltd
Annex – 1
Companies that agreed to be named as part of primary study
Sector
Energy
EnergySchneider Electric India
HCL Technologies IT & ITES
Wipro Ltd IT & ITES
IT & ITES
IT & ITES
Sutherland Global Services (P) Ltd
Infosys Ltd
Yes Bank Ltd Financial services
Financial servicesCRISIL
Cargill Food and beverages
Jindal Stainless Ltd Metal products
Company NameSl. No.
1
2
HCL
Infosys Limited
Annex - 2
References for disclosures obtained
References
1. Rebalance 2013, Leveraging Collective Wisdom, Making Way for Tomorrow, Today ,
Sustainability Report 2013
2. Corporate Governance Report, 2011-12
3. Believe: How 'Employees First' Philosophy Helps Women Succeed at HCL
4. Websites:
(a) www.hclwomen.com
(b) www.hcltfoundation.org
1. Relevance through Innovation - Sustainability Report 2012-13 and Business Responsibility
Report 2012-13 (by the same name)
2. Diversity from A Global Perspective -Interview with N R Narayan Murthy, Founder and
Chairman, Infosys Ltd (part of CEO Diversity Leadership 2009)
3. Annual Report 2011-12
3 Wipro
1. Through the Looking Glass of History – Sustainability Report 2011-12
2. Customer Focus Collaborating for the Future - Annual Report 2012-13
3. Wipro Sustainability Initiatives, Aug 2013
4. http://www.unwomensouthasia.org/2013/indian-companies-come-together-for-the-first-time-
to-champion-gender-equality-2/
4 Sutherland 1. Company website
5 Tata Consultancy Services
1. TCS Annual Report 2012-13
2. TCS Corporate Sustainability Report - 'Empowering People' 2012-13
4. TCS Code of Conduct 2008 (employees)
5. Maala Diversity Webinar
(http://maala.org.il/warehouse/userUploadFiles/File/events/presentations/Maala%20Diversity%
20Webinar%20Slide%20Show%20with%20TCS.pdf)
6. TCS website
7. Tata group website
6 Tata Power 1. 94th Annual Report 2012-13
7 ONGC1. Global Compact Annual Communication on Progress 2008
2. HR Manual (http://ongmazdoorsangh.org/KNOWLEDGE-BANK/HR_Manual.pdf)
8 NTPC
1. Sustainability Report 2011-12
2. Annual Report 2012-13
3. R&R policy
4. CSR policy
5. http://www.business-standard.com/article/management/nipping-sexual-harassment-
113060200435_1.html
70 71
Company NameSl. No. References
Contd.
9 Indian Oil Corporation
1. Sustainability Report 2009-10
2. Sustainability Report 2012-13
3. Annual Report 2013:
a) Report of CSR Activities
b) IOC CSR Policy
c) BRR
4. Corporate Governance Report 2011
5. Communication on Progress to UNGC 2007
10 OPG Power
1. Transformational Growth - OPG Power Ventures Plc
Annual Report and Accounts 2013
2. Company website
11 Suzlon Energy Ltd
1. Suzlon Energy Limited, Annual Report 2010-11
2. Suzlon Code of Ethics
3. Suzlon Ombudsman Policy
4. Company website
12 Yes Bank
1. Sustainability Report 2012-13
2. Communication of Progress to UNGC: April 2011 - March 2012
3. Annual Report 2012-13 - Say YES to Balanced Growth
4. Company website
Company NameSl. No. References
Contd.
13 ICICI Bank
1. 19th Annual Report and Accounts 2012-2013
2. http://articles.economictimes.indiatimes.com/2013-11-
27/news/44520359_1_sexual-harassment-kalpana-morparia-largest-private-
sector-bank
3. ICICI Group of Business Conduct and Ethics
4. ICICI Bank Trains Women Staff in Self-defence, Ensures Safe Travel, Beena
Parmar, (The Hindu Business Line, July 7, 2013)
http://www.thehindubusinessline.com/industry-and-economy/banking/icici-
bank-trains-women-staff-in-selfdefence-ensures-safe-
travel/article4892042.ece
5. http://articles.economictimes.indiatimes.com/2013-06-
18/news/40049398_1_maternity-leave-women-employees-icici-bank
14 State Bank of India1. Annual Report 2012-13
2. Company website
15 CRISIL1. CRISIL Annual Report 2012
2. Company website
16 Axis Bank
1. Annual Report 2012-13
2. http://www.csridentity.com/india/axisbank.asp
3. Company website
17 The Hindu1. Wikipedia
2. Company website
18 Hindustan Times 1. Wikipedia
2. Company website
19 Times of India1. Wikipedia
2. Company website
20 News X1. Wikipedia
2. Company website
21 NDTV 1.Annual Report 2012-13
22 IndiGO 1. Company website
23 SpiceJet
1. Spicejet Annual Report 2013
2. http://economictimes.indiatimes.com/
spicejet-ltd/infocompanymanagement/companyid-7876.cms
24 Air India
1. Financial Report
http://www.airindia.com/writereaddata/Portal/FinancialReport/
1_193_1_management.pdf
2. Director's Report
3. http://articles.timesofindia.indiatimes.com/2009-10-
30/india/28078788_1_sharjah-lucknow-delhi-flight-mid-air-scuffle-
sexual-harassment
25 Jet Airways
1.Company Factsheet
2. Annual Report 2012-13
3. Company website
4. http://economictimes.indiatimes.com/jet-airways-(india)-ltd/
directorsreport/companyid-4374.cms
26 Go Air
1.Company website
2. http://www.theguardian.com/business/2013/jul/04/indian-
airline-goair-female-only-crew-fuel
72 73
Company NameSl. No. References
Contd.
9 Indian Oil Corporation
1. Sustainability Report 2009-10
2. Sustainability Report 2012-13
3. Annual Report 2013:
a) Report of CSR Activities
b) IOC CSR Policy
c) BRR
4. Corporate Governance Report 2011
5. Communication on Progress to UNGC 2007
10 OPG Power
1. Transformational Growth - OPG Power Ventures Plc
Annual Report and Accounts 2013
2. Company website
11 Suzlon Energy Ltd
1. Suzlon Energy Limited, Annual Report 2010-11
2. Suzlon Code of Ethics
3. Suzlon Ombudsman Policy
4. Company website
12 Yes Bank
1. Sustainability Report 2012-13
2. Communication of Progress to UNGC: April 2011 - March 2012
3. Annual Report 2012-13 - Say YES to Balanced Growth
4. Company website
Company NameSl. No. References
Contd.
13 ICICI Bank
1. 19th Annual Report and Accounts 2012-2013
2. http://articles.economictimes.indiatimes.com/2013-11-
27/news/44520359_1_sexual-harassment-kalpana-morparia-largest-private-
sector-bank
3. ICICI Group of Business Conduct and Ethics
4. ICICI Bank Trains Women Staff in Self-defence, Ensures Safe Travel, Beena
Parmar, (The Hindu Business Line, July 7, 2013)
http://www.thehindubusinessline.com/industry-and-economy/banking/icici-
bank-trains-women-staff-in-selfdefence-ensures-safe-
travel/article4892042.ece
5. http://articles.economictimes.indiatimes.com/2013-06-
18/news/40049398_1_maternity-leave-women-employees-icici-bank
14 State Bank of India1. Annual Report 2012-13
2. Company website
15 CRISIL1. CRISIL Annual Report 2012
2. Company website
16 Axis Bank
1. Annual Report 2012-13
2. http://www.csridentity.com/india/axisbank.asp
3. Company website
17 The Hindu1. Wikipedia
2. Company website
18 Hindustan Times 1. Wikipedia
2. Company website
19 Times of India1. Wikipedia
2. Company website
20 News X1. Wikipedia
2. Company website
21 NDTV 1.Annual Report 2012-13
22 IndiGO 1. Company website
23 SpiceJet
1. Spicejet Annual Report 2013
2. http://economictimes.indiatimes.com/
spicejet-ltd/infocompanymanagement/companyid-7876.cms
24 Air India
1. Financial Report
http://www.airindia.com/writereaddata/Portal/FinancialReport/
1_193_1_management.pdf
2. Director's Report
3. http://articles.timesofindia.indiatimes.com/2009-10-
30/india/28078788_1_sharjah-lucknow-delhi-flight-mid-air-scuffle-
sexual-harassment
25 Jet Airways
1.Company Factsheet
2. Annual Report 2012-13
3. Company website
4. http://economictimes.indiatimes.com/jet-airways-(india)-ltd/
directorsreport/companyid-4374.cms
26 Go Air
1.Company website
2. http://www.theguardian.com/business/2013/jul/04/indian-
airline-goair-female-only-crew-fuel
72 73
28 KPMG1. Corporate Citizenship Report 2012
2. Company website
29 Ernst and Young1. Company website
2. UNGC Communication on Progress 2012
30 Deloitte
1. Company website
2. Global Impact 2013 (review report)
3. http://albertaventure.com/women-in-leadership-learning/
4. Initiative for retention and advancement of women
31 McKinsey
1. Company website
2. http://www.next-generation-women.mckinsey.com/
3. http://online.wsj.com/news/articles/SB10001424127887323764804578
314450063914388
32 Vodafone
1. Vodafone Group Plc , Sustainability Report 2012/13
2. Company website
3. Nipping sexual harassment, Rohit Nautiyal and Ankita Rai June 3,
2013http://www.business-standard.com/article/management/nipping-
sexual-harassment-113060200435_1.html
33 Airtel
1. Vodafone Group Plc , Sustainability Report 2012/13
2. Company website
3. Nipping sexual harassment, Rohit Nautiyal and Ankita Rai June 3,
2013http://www.business-standard.com/article/management/nipping-
sexual-harassment-113060200435_1.html
34 Aircel 1. Wikipedia
35 BSNL 1. Annual Report 2012 - 2013
36 Idea1. Annual Report 2012-2013
2. Annual Report 2011-12
37 Indian Hotel Company (Taj)
1. Annual Report 2012-13
2. UNGC Communication On Progress, 2011 - 2012
3. Tata Code of Conduct
4. Company websitePricewaterhouse Cooper
1. Global Code of Conduct
2. Company website
3. Global Review 2013
4. United Nations Global Compact PwC Communication
on Progress 2012
5. Global Code of Conduct for Third Parties
27
Company NameSl. No. References
Contd.
Company NameSl. No. References
Contd.
38 ITC
1. Sustainability Report 2013
2. Annual Report 2013
3. Company website
39EIH Associated Hotels Ltd
(part of Oberoi group)
1. Annual Report 2012-13
2. Company website
40 JW Marriott
1. Business Conduct Guide
2. Sustainability Report 2011-12
3. Company website
41 Pepsico
1. Performance with Purpose, Sustainability Report 2011-12
2. Annual Report 2012
3. Pepsico Human Rights Policy
4. HR Policies, Industry is Waking up to the Menace, Anirvan Ghosh,
Mahima Puri and Neha Dewan:
http://epaper.timesofindia.com/Default/Layout/Includes/ETNEW/ArtWin.a
sp?From=Archive&Skin=ETNEW&BaseHref=ETM%2F2010%2F08%2F22&View
Mode=HTML&EntityId=Ar00700&AppName=1
42 Coca Cola
1. Global Mutual Respect Policy
2. 2012/2013 GRI Report
3. Code of Business Conduct for Suppliers to The Coca-Cola Company
4. India Inc Trying to get Proactive in Handling Sexual Harassment Cases,
Sreeradha D Basu, Devina Sengupta & Saumya Bhattacharya, ET Bureau
May 22, 2013
43 Dabur
1. Dabur India Limited Business Responsibility Report 2012-13
2. Dabur India Limited Business Responsibility Report 2011-12
3. Company website
44Mondelez International
(Cadbury / Kraft products)
1. Company website
2. Code of Conduct
45 Britiannia
1. Annual Report 2012-13
2. http://www.macroaxis.com/invest/ratio/BRITANNIA.NS--
Number_of_Employees
74 75
28 KPMG1. Corporate Citizenship Report 2012
2. Company website
29 Ernst and Young1. Company website
2. UNGC Communication on Progress 2012
30 Deloitte
1. Company website
2. Global Impact 2013 (review report)
3. http://albertaventure.com/women-in-leadership-learning/
4. Initiative for retention and advancement of women
31 McKinsey
1. Company website
2. http://www.next-generation-women.mckinsey.com/
3. http://online.wsj.com/news/articles/SB10001424127887323764804578
314450063914388
32 Vodafone
1. Vodafone Group Plc , Sustainability Report 2012/13
2. Company website
3. Nipping sexual harassment, Rohit Nautiyal and Ankita Rai June 3,
2013http://www.business-standard.com/article/management/nipping-
sexual-harassment-113060200435_1.html
33 Airtel
1. Vodafone Group Plc , Sustainability Report 2012/13
2. Company website
3. Nipping sexual harassment, Rohit Nautiyal and Ankita Rai June 3,
2013http://www.business-standard.com/article/management/nipping-
sexual-harassment-113060200435_1.html
34 Aircel 1. Wikipedia
35 BSNL 1. Annual Report 2012 - 2013
36 Idea1. Annual Report 2012-2013
2. Annual Report 2011-12
37 Indian Hotel Company (Taj)
1. Annual Report 2012-13
2. UNGC Communication On Progress, 2011 - 2012
3. Tata Code of Conduct
4. Company websitePricewaterhouse Cooper
1. Global Code of Conduct
2. Company website
3. Global Review 2013
4. United Nations Global Compact PwC Communication
on Progress 2012
5. Global Code of Conduct for Third Parties
27
Company NameSl. No. References
Contd.
Company NameSl. No. References
Contd.
38 ITC
1. Sustainability Report 2013
2. Annual Report 2013
3. Company website
39EIH Associated Hotels Ltd
(part of Oberoi group)
1. Annual Report 2012-13
2. Company website
40 JW Marriott
1. Business Conduct Guide
2. Sustainability Report 2011-12
3. Company website
41 Pepsico
1. Performance with Purpose, Sustainability Report 2011-12
2. Annual Report 2012
3. Pepsico Human Rights Policy
4. HR Policies, Industry is Waking up to the Menace, Anirvan Ghosh,
Mahima Puri and Neha Dewan:
http://epaper.timesofindia.com/Default/Layout/Includes/ETNEW/ArtWin.a
sp?From=Archive&Skin=ETNEW&BaseHref=ETM%2F2010%2F08%2F22&View
Mode=HTML&EntityId=Ar00700&AppName=1
42 Coca Cola
1. Global Mutual Respect Policy
2. 2012/2013 GRI Report
3. Code of Business Conduct for Suppliers to The Coca-Cola Company
4. India Inc Trying to get Proactive in Handling Sexual Harassment Cases,
Sreeradha D Basu, Devina Sengupta & Saumya Bhattacharya, ET Bureau
May 22, 2013
43 Dabur
1. Dabur India Limited Business Responsibility Report 2012-13
2. Dabur India Limited Business Responsibility Report 2011-12
3. Company website
44Mondelez International
(Cadbury / Kraft products)
1. Company website
2. Code of Conduct
45 Britiannia
1. Annual Report 2012-13
2. http://www.macroaxis.com/invest/ratio/BRITANNIA.NS--
Number_of_Employees
74 75
47 Jindal Steel & Power Ltd
1. Annual Report 2012
2. Wikipedia
3. Company website
48 SAIL
1. UNGC Communication on Progress 2012
2. Corporate Sustainability Report 2010-11
3. CSR Policy
4. HR Policy
5. Safety Policy
49 Arcelor Mittal
1. UNGC Communication on Progress, 2010-11
2. Code of Business Conduct
3. Responsible Sourcing at Arcelor Mittal: A Guidance Document
for ArcelorMittal's buyers and suppliers
50 Essar Steel
1. Sustainability Report 2009-2010
2. 37th Annual Report 2012-13
3. Sustainability Policy
46 Tata Steel
1. Empowering Women of Steel (publication)
2. Annual Report 2012-13
3. Annual Report 2011-12
4. Corporate Sustainability Report 2011-12
Company NameSl. No. References
Contd.
Company NameSl. No. References
1 CII CII website
Business associations
2 FICCI FICCI website
3 NASSCOM1. NASSCOM website
2. NASSCOM Foundation website
4 ASSOCHAM 1. ASSOCHAM website
5
Federation of Indian Airlines
1. IBA website
6 1. Annual Report 2012-13
7 1. FIA website
8 Hotel Association of India 1. HAI website
9Cellular Operators
Association of India1. COAI website
10Southern India Chamber of
Commerce and Industry 1. SICCI website
Bombay Chambers of Commerce and Industry
Indian Beverages Association
Study Team:
K S Vengatesh, Lead Consultant
Deepa Sundara Rajan, Associate Consultant
Nooreen Dossa, Researcher, Mumbai
Anindita Tagore, Researcher, Delhi
76 77
47 Jindal Steel & Power Ltd
1. Annual Report 2012
2. Wikipedia
3. Company website
48 SAIL
1. UNGC Communication on Progress 2012
2. Corporate Sustainability Report 2010-11
3. CSR Policy
4. HR Policy
5. Safety Policy
49 Arcelor Mittal
1. UNGC Communication on Progress, 2010-11
2. Code of Business Conduct
3. Responsible Sourcing at Arcelor Mittal: A Guidance Document
for ArcelorMittal's buyers and suppliers
50 Essar Steel
1. Sustainability Report 2009-2010
2. 37th Annual Report 2012-13
3. Sustainability Policy
46 Tata Steel
1. Empowering Women of Steel (publication)
2. Annual Report 2012-13
3. Annual Report 2011-12
4. Corporate Sustainability Report 2011-12
Company NameSl. No. References
Contd.
Company NameSl. No. References
1 CII CII website
Business associations
2 FICCI FICCI website
3 NASSCOM1. NASSCOM website
2. NASSCOM Foundation website
4 ASSOCHAM 1. ASSOCHAM website
5
Federation of Indian Airlines
1. IBA website
6 1. Annual Report 2012-13
7 1. FIA website
8 Hotel Association of India 1. HAI website
9Cellular Operators
Association of India1. COAI website
10Southern India Chamber of
Commerce and Industry 1. SICCI website
Bombay Chambers of Commerce and Industry
Indian Beverages Association
Study Team:
K S Vengatesh, Lead Consultant
Deepa Sundara Rajan, Associate Consultant
Nooreen Dossa, Researcher, Mumbai
Anindita Tagore, Researcher, Delhi
76 77
NOTES
78
NOTES
78
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